ITIL Foundation with Case Study - nh. · PDF fileITIL® Foundation with Case Study Notice Page 3 ITIL-213_7.00_ENG_ITIL FO This document contains proprietary information, which is

ITIL® Foundation with Case Study (ITIL-213 7.00)

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ITIL-213_7.00_ENG_ITIL FO

©Copyright exists in all of this material. Copying of any kind is not permitted.

Quint Wellington Redwood D a r e t o C h a l l e n g e

Not for Reproduction • This Material is for Digital Distribution by Logical Operations Only

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ITIL® Foundation with Case Study Notice

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This document contains proprietary information, which is protected by copyright. All rights reserved. No part of this document may be photocopied, reproduced or translated to another language without the prior consent of Quint Wellington Redwood, Amsterdam.©2015 copyright of Quint Wellington Redwood unless otherwise stated.

Quint Wellington Redwood is officially authorized as Accredited Training Provider for ITIL® certification courses by APMG-International.

Quint Wellington Redwood is officially authorized as Accredited Training Provider for PRINCE2® certification courses by APMG-International.

Quint Wellington Redwood is officially authorized as an Accredited Course Provider for ISO/IEC20000 certification courses by APMG-International.

Quint Wellington Redwood is recognized by PMI® as a Global Registered Education Provider. Our courses qualify for Professional Development Units (PDUs).

This courseware has been fully assessed and is accredited by Peoplecert Group. Quint Wellington Redwood is officially authorized to use it for training courses leading to ITIL® certifications.

PMI®, PMP®, and PMBOK® are registered marks of the Project Management Institute, Inc.

ITIL® is a registered trade mark of AXELOS Limited. The Swirl logo™ is a trade mark of AXELOS Limited.

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Quint Wellington Redwood is an Official Licensee of COBIT Content for Training.

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Application Services Library ASL® and BiSL® are registered trademarks of the ASL BiSL Foundation




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ITIL® Foundation with Case Study Table Of Contents

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Module Title Page

1

2

3

4

5

6

Notice ..................................................................................................................... 3

Online Registration Instructions ...................................................................... 7

PMI Project Management Professionals ........................................................ 9

Agenda Timetable ..............................................................................................11

Agenda Syllabus .................................................................................................13

Introduction ........................................................................................................25

Service Strategy ..................................................................................................73

Service Design ................................................................................................. 111

Service Transition ........................................................................................... 183

Service Operation ........................................................................................... 247

Continual Service Improvement ................................................................. 319

Business Case Study ...................................................................................... 359

Exercise ............................................................................................................. 367

Sample Exams ................................................................................................. 387

Glossary and Acronyms ................................................................................ 419

Forms ................................................................................................................. 515




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ITIL® Foundation with Case Study Online Registration Instructions

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Go to www.student-registration.com. If you have previously registered, please log into your account using the left area of the screen that says “Login” and register for this course and/or exam using the codes provided to you by your instructor.

If this is your fi rst time registering, please register using the right area of the screen that says “First Time Registration” using the codes provided to you by your instructor.

When you register for the fi rst time, you will have to enter some personal details. This information will be saved for future use and can be edited. Once you have entered all necessary information in this screen, click “Register Now” at the bottom of the page.

Once registered, you can edit your profi le, access your previous courses and/or exams register for a new course and/or exam, and view your previous registrations by entering your login information by using the left area of the screen that says “Login.”

Thank you for registering. Have a great class!




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ITIL® Foundation with Case Study PMI Project Management Professionals

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Attendees of this course earn Professional Development Units (PDUs) granted by the Project Management Institute (PMI®) in order to maintain their status as certifi ed Project Management Professional (PMP).

Please ask your instructor for the applicable Registered Education Provider (R.E.P.) ID and Course code in order to be able to claim your PDUs after completing your course.

If you are interested to learn more about this program, please log on to: http://www.pmi.org/




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ITIL® Foundation with Case Study Agenda Timetable

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TimeDay

1Day

2Day

3 9:00 a.m

Welcome & IntroductionEX 2

Recap Day 1Recap Day 1 & 2

9:15 a.m

Service Design 2EX 3

9:30 a.m

Continual Service Improvement 1

9:45 a.m

10:00 a.m

10:15 a.m

Service Transition 1 10:30 a.m

10:45 a.m

11:00 a.m Break Break Break

11:15 a.m

Service Strategy 1EX 2

Service Transition 2EX 4

Continual Service Improvement 2

11:30 a.m

11:45 a.m

12:00 p.m

12:15 p.m

12:30 p.m

Lunch Lunch Lunch 12:45 p.m

1:00 p.m

1:15 p.m

1:30 p.m

Service Strategy 2EX 3 Service Operations 1 Sample Exam

1:45 p.m

2:00 p.m

2:15 p.m

2:30 p.m

2:45 p.m

3:00 p.m Break Break Break

3:15 p.m

Service Design 1

Service Operations 2EX 5

Evaluation and Closure 3:30 p.m

3:45 p.m

Exam

4:00 p.m

4:15 p.m

4:30 p.mDiscussions, Homework and Revision prep 4:45 p.m

5:00 p.m Course Admininstration




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© AXELOS Limited 2013 All rights reserved.

Reproduction of this material requires the permission of AXELOS Limited. The sw irl logo™ is a trade mark of AXELOS Limited ITIL® is a registered trade mark of AXELOS Limited

The ITIL Foundation Certif icate Syllabus v5.5 – January2013 Version 5.5 (Status – Live)

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Document Control Information

Document Details

Document Name The ITIL Foundation Certificate Syllabus v5.5.docx

Purpose of Document To provide a detailed syllabus for the ITIL Foundation Certificate in IT Service Management

Document Version Number 5.5

Document Status Live

Document Owner The Official ITIL Accreditor

Prepared By Examination Panel

Date Approved January 2013

Approved By Chief Examiner

Next Scheduled Review Date

Version History

Version Number Date Approved Change/Reasons for Change/Comments

5.0 01 June 2011 Aligned to the 2011 edition of the ITIL core guidance

5.1 22 June 2011 Updated to reflect additional changes to core guidance

5.2 25 July 2011 Clarified wording of 08-2

5.3 September 2011 Clarified core guidance references in 04-9, 04-10 1st bullet and 05-51

5.4 July 2012 Logo and trade mark statement updates; additional references to fig 2.3 in guidance reference for 01-01 and SS Introduction 1 up to 1.1 in guidance reference for 02-02.

5.5 January 2013 Update to provisions for additional time relating to language


© AXELOS Limited 2013

All rights reserved. Reproduction of this material requires the permission of AXELOS Limited.

The sw irl logo™ is a trade mark of AXELOS Limited ITIL® is a registered trade mark of AXELOS Limited

The ITIL Foundation Certif icate Syllabus v5.5 – January 2013 Version 5.5 (Status – Live) Page 2 of 12

Professional Qualifications for ITIL® PRACTICES FOR SERVICE MANAGEMENT

The ITIL Foundation Certificate in IT Service Management SYLLABUS





The ITIL Foundation Certif icate Syllabus v5.5 – January 2013 Version 5.5 (Status – Live)

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THE ITIL FOUNDATION CERTIFICATE IN IT SERVICE MANAGEMENT

The purpose of the ITIL Foundation certificate in IT Service Management is to certify that the candidate has gained knowledge of the ITIL terminology, structure and basic concepts and has comprehended the core principles of ITIL practices for service management.

The ITIL Foundation certificate in IT Service Management is not intended to enable the holders of the certificate to apply the ITIL practices for service management without further guidance.

Target Group

The target group of the ITIL Foundation certificate in IT Service Management is drawn from:

Individuals who require a basic understanding of the ITIL framework and how it may be used to enhance the quality of IT service management within an organization.

IT professionals that are working within an organization that has adopted and adapted ITIL who need to be informed about and thereafter contribute to an ongoing service improvement programme.

This may include but is not limited to, IT professionals, business managers and business process owners.

Learning Objectives Candidates can expect to gain knowledge and understanding in the following upon successful completion of the education and examination components related to this certification.

Service management as a practice (comprehension) The ITIL service lifecycle (comprehension) Generic concepts and definitions (awareness) Key principles and models (comprehension) Selected processes (awareness) Selected functions (awareness) Selected roles (awareness) Technology and architecture (awareness) Competence and training (awareness)






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Foundation syllabus The syllabus will guide the design, development and use of training materials as well as training aimed at raising individual’s understanding of, and competence in, IT service management as described in the ITIL Service Strategy, ITIL Service Design, ITIL Service Transition, ITIL Service Operation, ITIL Continual Service Improvement, ITIL Introduction and ITIL Glossary publications. The syllabus has been designed with ease of reference, extensibility and ease of maintenance in mind.

Candidates for the ITIL Foundation certificate in IT service management have to complete all units and successfully pass the corresponding examination to achieve certification.

Training providers are free to structure and organize their training in the way they find most appropriate, provided the units below are sufficiently covered. It is strongly recommended that training providers do not structure their courses by simply following the order of the training units as described in this document. It has been designed to be flexible so that training providers can add value as appropriate. The recommended number of study days is 3 when taught in a classroom environment, which can include the final exam.

The units cover the topics listed.

Unit Content ITILFND01 Service management as a practice

The purpose of this unit is to help the candidate to define the concept of a service, and to comprehend and explain the concept of service management as a practice.

Specifically, candidates must be able to:

01-1. Describe the concept of best practices in the public domain (SS 2.1.7, Fig 2.3)

01-2. Describe and explain why ITIL is successful (SS 1.4) 01-3. Define and explain the concept of a service (SS 2.1.1) 01-4. Define and explain the concept of internal and external customers (SS

3.2.1.2) 01-5. Define and explain the concept of internal and external services (SS 3.2.2.3) 01-6. Define and explain the concept of service management (SS 2.1.2) 01-7. Define and explain the concept of IT service management (SS 2.1.3) 01-8. Define and explain the concept of stakeholders in service management (SS

2.1.5) 01-9. Define processes and functions (SS 2.2.2, 2.2.3.1) 01-10. Explain the process model and the characteristics of processes (SS 2.2.2,

Fig 2.5)

The recommended study period for this unit is minimum 1 hour and 30 minutes.

ITILFND02 The ITIL service lifecycle

The purpose of this unit is to help the candidate to understand the value of the ITIL service lifecycle, how the processes integrate with each other, throughout the lifecycle and explain the objectives, scope and business value for each phase in the lifecycle






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Unit Content Specifically, candidates must be able to:

02-2. Describe the structure of the ITIL service lifecycle (SS 1. Introduction up to 1.1, SS 1.2, Fig 1.1)

02-3. Account for the purpose, objectives and scope of service strategy (SS 1.1.1, 1.1.2)

02-4. Briefly explain what value service strategy provides to the business (SS 1.1.4)

02-5. Account for the purpose, objectives and scope of service design (SD 1.1.1, 1.1.2)

02-6. Briefly explain what value service design provides to the business (SD 1.1.4)

02-7. Account for the purpose, objectives and scope of service transition (ST 1.1.1, 1.1.2)

02-8. Briefly explain what value service transition provides to the business (ST 1.1.4)

02-9. Account for the purpose, objectives and scope of service operation (SO 1.1.1, 1.1.2)

02-10. Briefly explain what value service operation provides to the business (SO 1.1.4)

02-11. Account for the main purpose, objectives and scope of continual service improvement (CSI 1.1.1, 1.1.2)

02-12. Briefly explain what value continual service improvement provides to the business (CSI 1.1.4)

It is recommended that this training is covered within other units.

The recommended study period for this unit is minimum 1 hour.

ITILFND03 Generic concepts and definitions

The purpose of this unit is to help the candidate to define some of the key terminology and explain the key concepts of service management.

Specifically, candidates must be able to define and explain the following key concepts:

03-1. Utility and warranty (SS 2.1.6 ) 03-2. Assets, resources and capabilities (SS 2.2.1) 03-3. Service portfolio (SS 4.2.4.1, Fig 4.14) 03-4. Service catalogue (both two-view and three-view types) (SD 4.2.4.5, Fig.

4.4, Fig. 4.5) 03-5. Governance (SS 2.3.1) 03-6. Business case (SS 3.6.1.1) 03-7. Risk management (SS 5.6.5.1, 5.6.5.2) 03-8. Service provider (SS 2.1.4)

03-10. Supplier (SS 2.1.5) 03-11. Service level agreement (SLA) (SD 4.3.4) 03-12. Operational level agreement (OLA) (SD 4.3.4) 03-13. Underpinning contract (SD 4.8.4.2) 03-14. Service design package (SD Appendix A) 03-15. Availability (SD 4.4.4.3)






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Unit Content 03-16. Service knowledge management system (SKMS) (ST 4.7.4.3) 03-17. Configuration item (CI) (ST 4.3.4.2) 03-18. Configuration management system (ST 4.3.4.3) 03-19. Definitive media library (DML) (ST 4.3.4.4) 03-20. Change (ST 4.2.4.4) 03-21. Change types (standard, emergency and normal) (ST 4.2.4.3, 4.2.4.7,

4.2.5.11)

03-24. Event (SO 4.1 1st para) 03-25. Alert (Glossary) 03-26. Incident (SO 4.2 1st para) 03-27. Impact, urgency and priority (SO 4.2.5.4) 03-28. Service request (SO 4.3 1st para) 03-29. Problem (SO 4.4 1st para) 03-30. Workaround (SO 4.4.5.6) 03-31. Known error (SO 4.4.5.7) 03-32. Known error database (KEDB) (SO 4.4.7.2) 03-33. The role of communication in service operation (SO 3.6)

03-35. Release policy (ST 4.1.4.2) 03-36. Types of services (SS 3.2.2.4, Tab 3.5) 03-37. Change proposals (ST 4.2.4.6) 03-38. CSI register (CSI 3.4) 03-39. Outcomes (SS 2.1.1) 03-40. Patterns of business activity (SS 4.4.5.2) 03-41. Customers and users (SS 2.1.5) 03-42. The Deming Cycle (plan, do, check, act) (CSI 3.8, Fig 2.8)

It is recommended that this unit is covered as part of the training in the other units.

ITILFND04 Key principles and models

The purpose of this unit is to help the candidate to comprehend and account for the key principles and models of service management and to balance some of the opposing forces within service management.


Service strategy

04-2. Describe value creation through services (SS 3.2.3, 3.2.3.1,Fig 3.6, Fig 3.7, not section on “Marketing mindset”)

Service design

04-3. Understand the importance of people, processes, products and partners for service management (SD 3.1.5, Fig 3.3)

04-4. Understand the five major aspects of service design (SD 3.1.1):

Service solutions for new or changed services Management information systems and tools






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Unit Content Technology architectures and management architectures The processes required Measurement methods and metrics

Continual service improvement

04-9. Explain the continual service improvement approach (CSI 3.1, CSI 3.1.1, Fig 3.1)

04-10. Understand the role of measurement for continual service improvement and explain the following key elements:

Relationship between critical success factors (CSF) and key performance indicators (KPI) (CSI 5.5.1)

Baselines (CSI 3.9.1) Types of metrics (technology metrics, process metrics, service metrics)

(CSI 5.5)

The recommended study period for this unit is minimum 1 hour and 30 minutes.

ITILFND05 Processes

The purpose of this unit is to help the candidate understand how the service management processes contribute to the ITIL service lifecycle, to explain the purpose, objectives, scope, basic concepts, activities and interfaces for four of the core processes, and to state the purpose, objectives and scope for eighteen of the remaining processes.

The list of activities to be included from each process is the minimum required and should not be taken as an exhaustive list.


Service strategy

05-2. State the purpose, objectives and scope for:

05-21 Service portfolio management (SS 4.2.1, 4.2.2 )

The service portfolio (SS 4.2.4.1, Fig 4.14)

05-22 Financial management for IT services (SS 4.3.1, 4.3.2)

Business case (SS 3.6.1.1)

05-23 Business relationship management (SS 4.5.1, 4.5.2, Tab 4.10)

Service design

05-3. Explain the purpose, objectives, scope, basic concepts, process






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Unit Content activities and interfaces for:

05-31 Service level management (SLM) (SD 4.3.1. 4.3.2, 4.3.6.4)

The following list must be covered:

Service-based SLA (SD 4.3.5.1) Multi-level SLAs (SD 4.3.5.1, Fig 4.7) Service level requirements (SLRs) (SD 4.3.5.2) SLA monitoring (SLAM) chart (SD 4.3.5.5, CSI Fig 4.4) Service review (SD 4.3.5.6) Service improvement plan (SIP) (SD 4.3.6.3) The relationship between SLM and BRM (SD 4.3.2.1)


05-41 Service catalogue management (SD 4.2.1, 4.2.2)

05-42 Availability management (SD 4.4.1, 4.4.2)

Service availability (SD 4.4.4.2) Component availability (SD 4.4.4.2) Reliability (SD 4.4.4.3) Maintainability (SD 4.4.4.3) Serviceability (SD 4.4.4.3) Vital business functions (VBF) (SD 4.4.4.3)

05-43 Information security management (ISM) (SD 4.7.1, 4.7.2 )

Information security policy (SD 4.7.4.1)

05-44 Supplier management (SD 4.8.1, 4.8.2 )

Supplier categories (SD 4.8.5.3, Fig 4.28)

05-45 Capacity management (SD 4.5.1, 4.5.2)

Capacity plan (SD 4.5.6.3) Business capacity management (SD 4.5.4.3) Service capacity management (SD 4.5.4.3) Component capacity management (SD 4.5.4.3)

05-46 IT service continuity management (SD 4.6.1, 4.6.2)

Purpose of business impact analysis (BIA) (SD 4.6.5.2) Risk assessment (SD 4.6.5.2)

05-47 Design coordination (SD 4.1.1, 4.1.2)






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Unit Content

Service transition

05-5. Explain the purpose, objectives, scope, basic concepts, process activities and interfaces for:

05-51 Change management (ST 4.2.1, 4.2.2, 4.2.4.6, 4.2.6.4, 4.2.6.5)

Types of change request (ST 4.2.4.3) Change models (ST 4.2.4.5) Remediation planning (ST 4.2.4.8) Change advisory board / emergency change advisory board (ST

4.2.5.10, 4.2.5.11) Lifecycle of a normal change (ST 4.2.5, Fig 4.2)


05-61 Release and deployment management (ST 4.4.1, 4.4.2)

Four phases of release and deployment (ST 4.4.5, Fig 4.23)

05-62 Knowledge management (ST 4.7.1, 4.7.2)

Data-to-Information-to-Knowledge-to-Wisdom (DIKW) & SKMS (ST 4.7.4.2, 4.7.4.3, Fig 4.36)

05-63 Service asset and configuration management (SACM) (ST 4.3.1, 4.3.2,)

05-64 Transition planning and support (ST 4.1.1, 4.1.2)

Service operation

05-7. Explain the purpose, objectives, scope, basic concepts, process activities and interfaces for:

05-71 Incident management (SO 4.2.1, 4.2.2, 4.2.4.2, 4.2.5, 4.2.6.4)

05-72 Problem management (SO 4.4.1, 4.4.2, 4.4.4.2, 4.4.5, 4.4.6.4), not section on problem analysis techniques (4.4.4.3)


05-81 Event management (SO 4.1.1, 4.1.2)

05-82 Request fulfilment (SO 4.3.1, 4.3.2)






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Unit Content 05-83 Access management (SO 4.5.1, 4.5.2)



05-91 The seven-step improvement process (CSI 3.9.3.1, 4.1, 4.1.1, 4.1.2, Fig 3.4)

The recommended study period for this unit is minimum 10 hours and 45 minutes.

ITILFND06 Functions

The purpose of this unit is to help the candidate to explain the role, objectives and organizational structures of the service desk function, and to state the role, objectives and overlap of three other functions.


06-1. Explain the role, objectives and organizational structures for

The service desk function (SO 6.3, 6.3.1, 6.3.2, 6.3.3, Figs 6.2, 6.3, 6.4)

06-2. State the role and objectives of:

The technical management function (SO 6.4.1, 6.4.2) The application management function (SO 6.6.1, 6.6.2) with application

development (SO 6.6.6.1, Tab 6.2) The IT operations management function (IT operations control and

facilities management) (SO 6.5.1, 6.5.2)

The recommended study period for this unit is minimum 1 hour.

ITILFND07 Roles

The purpose of this unit is to help the candidate to account for and to be aware of the responsibilities of some of the key roles in service management.


07-1. Account for the role and the responsibilities of the

Process owner (SD 6.3.2) Process manager (SD 6.3.3) Process practitioner (SD 6.3.4)






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Unit Content Service owner (SD 6.3.1)

07-2. Recognize the responsible, accountable, consulted, informed (RACI) responsibility model and explain its role in determining organizational structure. (SD 3.7.4.1, tab 3.2, not RACI-VS or RASCI)

The recommended study period for this unit is minimum 45 minutes.

ITILFND08 Technology and architecture

The purpose of this unit is to help the candidate to:

08-2. Understand how service automation assists with expediting service management processes (SS 7.1)

It is recommended that this unit is covered as part of the training in the other units.

ITILFND09 Competence and training

09-1. Competence and skills for service management (SD 6.5.1) 09-2. Competence and skills framework (SD 6.5.2) 09-3. Training (SD 6.5.3)

This unit is not examinable. The recommended period of study is 15 minutes.

ITILFND10 Mock exam

The purpose of this unit is to help the candidate to pass the ITIL Foundation exam.

Specifically, candidates must:

10-1. Sit a minimum of one ITIL Foundation mock exam.

The recommended study period for this unit is minimum 2 hours inclusive of revision.






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Format of the Examination This syllabus has an accompanying examination at which the candidate must achieve a pass score to gain the ITIL Foundation Certificate in IT Service Management.

Type Multiple choice, 40 questions. The questions are selected from the full ITIL Foundation Certificate in IT Service Management examination question bank.

Duration Maximum 60 minutes for all candidates in their respective language

Provisions for additional time relating to language

Candidates completing an exam in a language that is not their mother tongue have a maximum of 75 minutes to complete the exam and are allowed the use of a dictionary.

Prerequisite Accredited ITIL Foundation training is strongly recommended but is not a prerequisite.

Supervised Yes

Open Book No

Pass Score 26/40 or 65%

Delivery This examination is available in Online or Paper based format.


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Copyright © AXELOS Limited 2015. All rights reserved. Material is reproduced under license from AXELOS

1 Introduction

Module ITIL® Foundation with Case Study

Slide 1

Introduction

ITIL®



Page 26


Page 27


1 Introduction


Slide

Introductions Goals and objectives for the course Schedule overview Bloom’s Taxonomy

2

Welcome and Logistics

ITIL®



Page 28


1 Introduction


Slide

The purpose of this course is to build a fundamental understanding of IT Service Management (ITSM) and ITIL® as approached in the latest 2011 edition set of books.

By the conclusion of this class, you will:

Understand the purpose of the service Life Cycle and ITIL® processes and the relationships and associated roles and responsibilities of each. Learn the importance of using a standardized vocabulary to describe Service Management concepts. Gain an understanding of the relevance of Service Management to your own organization Upon completion of the course, you will be fully prepared to take the examination for the ITIL® 2011 Edition Foundation Certi cate in IT Service Management.

Goals and Objectives for the Course

3



Page 29


1 Introduction


Slide

Time Day 1

Day 2

Day 3

Morning

Welcome & Introduction

Recap Day 1 Recap Day 1 & 2

Service Design 2 Continual Service Improvement 1 Service Transition 1

Break Break Break

Service Strategy 1 Service Transition 2 Continual Service Improvement 2

Lunch Lunch Lunch

Afternoon

Service Strategy 2 Service Operation 1 Sample Exam

Break Break Break

Service Design 1 Service Operation 2

Evaluation and Closure

Exam

Discussions, Homework and Revision prep Course Administration

Schedule Overview

4



Page 30


1 Introduction


Slide

Bloom’s Levels And Taxonomy

Used By ITIL® Quali cation

Intellectual Activity In Learning Outcome And Exam Pro ciency

1. Knowing 2. Comprehending

Foundation level stream The ability to recall, recite, name and understand the meaning of ITIL® terminology and basic practice fundamentals.

3. Applying 4. Analyzing

Intermediate level (includes Life Cycle stream and capability stream) Managing across the Life Cycle – level 4

The ability to use the practices and concepts in a situation or unprompted use of an abstraction. Can apply what is learned in the classroom in workplace situations. Can separate concepts into component parts to understand structure and can distinguish between facts and inferences.

5. Evaluating 6. Creating

Managing across the Life Cycle – level 5 only ITIL® Master

Level 5: The ability to make a judgment based on criteria and standards and to detect inconsistencies or errors within a process or product. The candidate is able to determine whether a product has external consistency and can detect the appropriateness of a procedure for a given problem. Level 6: The ability to put elements together to form a coherent whole; to re-organize elements into a new pattern or structure.

Bloom’s Taxonomy

5



Page 31


1 Introduction


Slide

Value of Service Management Best Practice

6

Quality and Consistency of services provided

Cost and Risk associated with service provision



Page 32


1 Introduction


Slide

Organizations benchmark themselves against peers to close gaps in capability One method of closing these gaps is to adopt industry-wide best practices Best practice guidance is derived from varied sources

Service Management Best Practice

SSoouurrcceess ooff BBeesstt PPrraaccttiiccee Standards Industry Practices (ITIL®) Academic Research Training & Education Internal experience

EEnnaabblleerrss Employees Customers Suppliers

DDrriivveerrss Substitutes Regulators Customer

SScceennaarriiooss Competition Compliance Commitments

Adapt Your ITSM approach to the Organization

7

Consultants Technologies



Page 33


1 Introduction


Slide

Deeply embedded in organizations Customized for local context Poorly documented Di cult to adopt Available through purchase or license

Validated across diverse environments and situations Easier to acquire Knowledge distributed through training and certi cation

ISO/IEC 20000, ISO/IEC 27001, ITIL®, COBIT®, LEAN, Six Sigma

Best Practice in the Public Domain

AAddoopptt aanndd AAddaapptt

PPrroopprriieettaarryy KKnnoowwlleeddggee SSttaannddaarrddss aanndd FFrraammeewwoorrkkss

8



Page 34

What is a Service?

But what does “Services are a means of delivering value to customers by facilitating the outcomes customers want to achieve without the ownership of specific costs and risks” really mean?

“You want someone else to take care of something on your behalf.

“A service provider is specialized in offering the service a Service Providers demonstrates value by taking something out of the customers hands in return for payment.

“You want to be able to choose the Service provider which offers the service which fits your requirements best, or at least replace the service provider if they do not meet your expectations. So the Service Provider takes the risk of (over)investing and not meeting customer expectations”.

Conclusion:

So ultimately the customer wants to pay for a service of having a pleasant experience by having a meal in a nice environment with friendly waiters and being served within a reasonable time.

The average restaurant customer does not want to walk into a kitchen, and instructing the cooks what to cook, which equipment to use, how to prepare the dish and manage the kitchen.

You are paying the restaurant to do this for you!


1 Introduction


Slide

What is a Service?

“People want a quarter-inch hole, not a quarter-inch drill.” - Professor Theodore Levitt, Harvard Business School

SSeerrvviicceess are a means of delivering vvaalluuee to customers by facilitating the oouuttccoommeess customers want to achieve without the ownership of speci c ccoossttss and rriisskkss.

Service Provider A Service Provider is an Organization supplying Services to one or more Internal or External Customers.

9

Services



Page 35


1 Introduction


Slide

Types of Services

10

SSeerrvviicceess

IInntteerrnnaall Delivered between business units or departments in the same organization

EExxtteerrnnaall Delivered to external customers



Page 36


1 Introduction


Slide

Challenges of Service Management Capabilities Intangible nature of output and products Demand tightly coupled with customer’s assets High level of contact for producers and customers Perishable nature of service output and capacity

Service Management

Service Management A set of specialized organizational capabilities for providing value to customers in the form of services.

IT Service Management (ITSM) The implementation and management of quality IT services that meet the needs of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology.

11



Page 37

What is an IT Service?

Customer outcomeA business outcome could be e.g. 95% of all claims processed within 48 business hours. This outcome could provide this company a strategic advantage over the competition. It would increasing external customer value and satisfaction.

Customer (business unit claims department)Customers use business processes and business assets to create value through facilitating outcomes for their customer, in this example we see a business unit perform a business process called Process Claims by the claims department.

IT ServicesIT Services are supported by Service Assets and managed as a cohesive whole from a customer perspective instead of from a technology perspective. This is what we call Service Management

IT Assets (managed by IT functions)Many specialized functions that manage their IT service assets might be involved in providing a single IT service. In this example all ITIL® Functions are involved in one way or other in building, operating and supporting the service. Using our restaurant example, there should be clear understanding within the organization that it only takes one poor “ingredient” (e.g. unfriendly server or less than clean silverware) to damage the reputation of the “restaurant”.


1 Introduction


Slide

What is an IT Service?

Process Claims Business Process supported by Application Service

Customer Outcome

Customer (Business Unit Claims Department)

IT Service

IT Assets (managed by functions)

IT Service e.g. Case Management Application Service

Technical Management

IT Operations Management

Application Management

Service Desk

12



Page 38


1 Introduction


Slide

Services can be further classi ed in terms of how they relate to one another and to customers

Types of Services

13

Customer

Core Services Enhancing Services

Enabling Services Enabling Services



Page 39


1 Introduction


Slide

11.. TTyyppee II -- IInntteerrnnaall SSeerrvviiccee PPrroovviiddeerr: An internal service provider is embedded within the business unit

22.. TTyyppee IIII -- SShhaarreedd SSeerrvviicceess UUnniitt: An internal service provider that provides shared services to more than one business unit

33.. TTyyppee IIIIII -- EExxtteerrnnaall SSeerrvviiccee PPrroovviiddeerr: A service provider that provides services to external customers

Three Types of Service Providers

Corporation

Business Unit 1

Business Unit 2

Shared Service Unit

Internal Service Provider A

Internal Service Provider B

External Service Provider

14



Page 40

Stakeholders in Service Management

Customers are those who buy goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets.

There are internal and external customers• internal customers

These are customers who work for the same business as the IT service provider. For example, the marketing department uses IT services.

• external customers These are customers who work for a different business. External customers purchase services through legally binding contracts

Users

• Those who consume and request services on a daily basis.

Users are distinct from customers, as users are not decision makers for service offerings (they do not control budget) e.g. laptop users, people who need access to network drives or order printer consumables

Suppliers

• Third parties responsible for supplying goods or services needed to deliver IT services. E.g. hardware and software vendors and outsourcing organizations


1 Introduction


Slide

Stakeholders In addition to the service provider organization, which contains many internal stakeholders including the functions, groups and teams that deliver the services, there are three main stakeholder groups

Stakeholders in Service Management

Customers

Users

Suppliers

Those who buy goods or services. The customer of an IT service provider is the person or group who de nes and agrees the service level targets.

Third parties which supply goods or services needed to deliver IT services.

Those who consume and request services on a daily basis.

15



Page 41


1 Introduction


Slide

Types of Customers

16

CCuussttoommeerrss

IInntteerrnnaall Customers working for the same business as the Service Provider

EExxtteerrnnaall Customers working for a di erent business from the Service Provider



Page 42


1 Introduction


Slide

The service relationship between service providers and customers requires the use of assets There are two types of Assets: Capabilities and Resources Service providers need to develop distinctive capabilities that distinguish them from their competitors Resources can be acquired, capabilities must be grown

What are Service Assets?

Capabilities

Resources

Capabilities coordinate, control, and

deploy Resources

Process

Management

Organization

Knowledge

People

People

Financial Capital

Infrastructure

Applications

Information

Assets

17



Page 43


1 Introduction


Slide

GGoovveerrnnaannccee iiss tthhee ssiinnggllee oovveerraarrcchhiinngg aarreeaa tthhaatt ttiieess IITT aanndd tthhee bbuussiinneessss ttooggeetthheerr GGoovveerrnnaannccee ensures that policies and strategies are implemented and process are correctly followed. Governance is accountable for de ning roles and responsibilities, measuring and reporting A MMaannaaggeemmeenntt SSyysstteemm is the framework of policy, processes, functions, standards, guidelines and tools that ensures an organization can achieve its goals

Governance and Management Systems

18



Page 44


1 Introduction


Slide

What is ITIL®?

Set of best practice publications for IT service management. Describes the IT Service Life Cycle in 5 books. Each book provides guidance on a service based on its stage within the Life Cycle and contains a set of ITSM processes that describe the inputs, outputs, activities and capabilities required to ensure services are delivered in alignment to the business needs

19

ITIL ® Continual Service Improvement

2011 edition BEST

MANAGEMENT PRACTICE PRODUCT

ITIL ® Service Operation

2011 edition BEST


ITIL ® Service Transition

2011 edition BEST


ITIL ® Service Design

2011 edition BEST




Page 45


1 Introduction


Slide

What is ITIL®?

20

The Business / Customers Requirements

Serv

ice

Know

ledg

e M

anag

emen

t Sy

stem

(SKM

S)

Incl

udin

g th

e Se

rvic

e Po

rtfo

lio a

nd

Serv

ice

Cata

logu

e

Service Strategy Strategies

Policies Resource

and Consultants

SLPs from Requirements

Service Design

Service Transition

Service Operation

Continual Service Improvement

Solution Designs

Architectures

Transition Plans Tested Solutions

SKMS Updated

SDPs Standards

Operational Plans Operational Services

Improvement Actions &

Plans



Page 46


1 Introduction


Slide

So what is ITIL®?

ITSM FFrraammeewwoorrkk containing a set of practices for managing IT Services. Helps align IT services with needs of the business Provides a bbaasseelliinnee ffoorr ppllaannnniinngg,, iimmpplleemmeennttaattiioonn aanndd mmeeaassuurreemmeenntt ITIL® Core is a series of ve books, which each covering a part of the entire IT Service Life Cycle Complementary Guidance provided in the form of publications with guidance speci c to industry sectors, organization types, operating models, and technology architectures.

21



Page 47


1 Introduction


Slide

Why is ITIL® successful?

Non-prescriptive and applicable, useful and relevant in all types of service organizations and service providers Best practice. ITIL® represents the experiences and thought leadership of the world’s best-in-class service providers Vendor neutral, applicable in any IT organization, not based on any technology platform or industry type

22



Page 48


1 Introduction


Slide

Key Bene ts of ITIL®

23

Improved metrics to understand the quality and value of the services provided

Reduced costs Improved IT services through leveraging best-practice processes

Improved customer satisfaction

Balanced and exible approach

to service provision

Well-designed services that meet current and future customer needs

Ability to quickly adapt to evolving business needs and maturity

Improved internal and external communication



Page 49


1 Introduction


Slide

Processes de ne actions, dependencies and sequence. Well-de ned processes improve productivity within and across organizations and functions.

Processes

Inputs Processes Outputs

24

A structured set of activities designed to accomplish a speci c objective. A process takes one or more de ned inputs and turns them into outputs.

Customers Supplier



Page 50


1 Introduction


Slide 25

Process Model

Triggers

Process Capabilities

Process Feedback

Process Objectives

Process Documentation

Process Policy Process Owner

Process Improvements

Process Roles

Process Work Instructions

Process Procedures

Process Metrics Process Activities

Process Resources

Process Enablers

Including process reports and reviews

Process

Process Control

Process Outputs

Process Inputs



Page 51

Process Characteristics

Measurable

We are able to measure the process in a relevant manner. Managers want to measure cost, quality and other variables while practitioners are concerned with duration and productivity.

Specific Results

The reason a process exists is to deliver a specific result. This result must be individually identifiable and countable.

Customers

Every process delivers its primary results to a customer or stakeholder. Customers may be internal or external to the organization, but the process must meet their expectations. “Customer” does not always indicate a person or group of people; some processes deliver results to another process.

Responsiveness to specific Triggers

While a process may be ongoing or iterative, it should be traceable to a specific trigger.


1 Introduction


Slide

Process Characteristics

Measurable Speci c Results

Customers Responsiveness

to speci c Triggers

26



Page 52


1 Introduction


Slide

De ned in a process or function One person or team may have multiple roles

(wear multiple hats) Roles are not the same thing as job titles Key roles in ITIL® include:

Roles in Service Management

A role is a set of responsibilities, activities and authorities granted to a person or team.

Service Owner

Process Owner

Process Manager

Process Practitioner

27



Page 53


1 Introduction


Slide

Ensures ongoing service delivery and support Works with BRM to translate customer requirements into service requirements Identi es service improvements Provides input to service attributes such as performance and availability Represents the service to the organization Participates in negotiating SLAs and OLAs

De nes process strategy Ensures appropriate process documentation is available Periodically audits the process to ensure compliance Communicates process information or changes as appropriate Ensures process technicians have required knowledge Identi es process improvements Addresses issues with the running of the process

Service Owner and Process Owner

28

Service Owner – Accountable for the delivery of a speci c IT service

Process Owner – Accountable for ensuring the process is performing as agreed



Page 54


1 Introduction


Slide

Works with process owner to plan and coordinate process activities Ensures all activities are carried out as required Appoints people to required roles Monitors and reports on process performance Manages resources assigned to the process Identi es process improvement opportunities

Understands how their role contributes to the overall delivery of service and value creation Works with other stakeholders to ensure that contributions are e ective Ensures that inputs, outputs and interfaces for their activities are correct Creates or updates records to show that activities have been carried out correctly

Process Manager and Process Practitioner

29

Process Manager – Responsible for operational management of a process

Process Practitioner – Responsible for carrying out one or more process activities



Page 55


1 Introduction


Slide

UUsseedd ttoo ddee nnee rroolleess aanndd rreessppoonnssiibbiilliittiieess iinn rreellaattiioonn ttoo pprroocceesssseess aanndd aaccttiivviittiieess

RACI Matrix

Person responsible for getting the job done

Responsible

30

Person with ownership of quality and end result. There can be only one person accountable for each task

Accountable

People who have involvement through input of knowledge and information

Consulted

People kept up to date on progress

Informed



Page 56

Assigning Roles & Responsibilities (RACI)For service management to be successful it is essential to define the roles and responsibilities within the organization for various activities.When managing a service or a process it imperative that all the roles are clearly defined. A trademark of high performing organizations is the ability to make the right decisions quickly and execute them effectively. Whether the decision involves a strategic choice or a critical operation, being clear on who has input, who decides, and who takes action will enable the company to move forward rapidly.The RACI model will be beneficial in enabling decisions to be made with pace and confidence. RACI is an acronym for the four main roles of:

• Responsible - The person or people responsible for getting the job done• Accountable - Only one person can be accountable for each task• Consulted - The people who are consulted and whose opinions are sought• Informed - The people that are kept up-to-date on progress

The RACI chart in the above table shows the structure and power of RACI modeling with an example of process activities down the left-hand side including the actions that need to be taken and decisions that must be made. Across the top, the chart lists the functional roles responsible for carrying out the initiative or playing a part in decision making. Note: Only 1 “A’’ per row is allowed and at least 1 “R” is needed per row (this ensures that someone actually does the work).Whether RACI or some other tool or model is used, the important point is to not just leave the assignment of responsibilities to chance or leave it until the last minute to decide. Conflicts can be avoided and decisions can be made quickly if the roles are determined in advance.


1 Introduction


Slide

123

65 4

Assigning Roles & Responsibilities (RACI)

R = Responsible A = Accountable C = Consulted I = Informed

Process Design

Sta Training

Incident Identi cation

Record & Categorize

Classify & Initial Support

Investigate & Diagnose

A

A

A

A

A

A

R

R

R/I

R

I

I

I

C/I

R

R

I

I

I

I

INC Management Process Owner

INC Management Process Manager

Tier I Service Desk, INC Practitioner

Tier II Support Group, INC Practitioner

31



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1 Introduction


Slide

Functions in Service Management

A team or group of people and the tools or other resources they use to carry out one or more processes or activities

32

Service Desk Application Management





Page 58

Risk Management

Risk management is not an explicit ITIL® Process, it’s something implicit to all processes and must be fully understood to make smart Service Management decisions.

E.g. what is the risk that we invest in this IT Solution and the customer will not have that much demand for it?

What is the risk of trying to skip testing because the customer wants speed over quality?

A risk is uncertainty of outcome.

Uncertainties of outcome can be both positive or negative, it says something about the level of predictability related to outcomes.

E.g what is the risk that the firewall change will expose us to a cyber attack?

Launching a 5th generation smart phone comes with a lower risk than being the first on the market. Outcomes can wildly deviate from the projection due to lack of knowledge and available data usable to reduce risk

If we do not know the risk involved we become vulnerable is too high and we have to mitigate the risk by doing a risk is.


1 Introduction


Slide

1 2 3654

Risk Assessment Assessing threats and vulnerabilities Identi cation of risks Quantifying the impact and probability De nition of mitigation strategies

Risk Management Having processes in place to monitor risks, reliable up-to-date information about risks, and controls and decision-making processes in place

Risk Management

A risk is “uncertainty of outcome”

Risk management is the process of identifying, assessing and controlling risks.

Risk of capacity related outage due to lack of

monitoring capabilities?

Risk of rewall intrusion?

?

33



Page 59


1 Introduction


Slide 34

The ITIL® Service Life Cycle

ITIL®



Page 60


1 Introduction


Slide

Perceived value of IT service is related to demand for that service Investment in running and improving service is justi ed as long as demand for service is high When demand decreases due to availability of alternative services changing business processes, IT assets are under utilized and could be re-used elsewhere ITIL® Service Life Cycle ensures that Services are continuously adjusted to changing demand

Intro to Service Life Cycle

DDeeccoommmmiissssiioonn Threshold under which a Service no longer adds enough value to justify the cost of operation. It should be improved to extend it’s economic Life Cycle or be decommissioned

OOppeerraattee Period that the perceived value of the service justi es the investment

BBuuiilldd Period of initial investment and building of the Service. Build cost will be recovered in operations phase

SSeerrvv

iiccee

DDeemm

aanndd

// VVaa

lluuee

SSeerrvviiccee LLiiffee CCyycclleess

35



Page 61


1 Introduction


Slide

The Service Life Cycle is Divided into 5 Phases

36

ITIL®



Page 62


1 Introduction


Slide

Strategy Design Transition Operation


Introduction to the Service Life Cycle Stages

Continuously improve services and service management practices throughout all life cycles to improve customer value

Align IT Strategy to Business Strategy and de ne how you are going to help the business achieve their outcomes

Design services and their supporting systems aligned with those outcomes

Transition the Service into operation according to customer requirements

Demonstrate value by operating the service to customer requirements and realize the business case

37



Page 63


1 Introduction


Slide

Sample Exam Questions

38

Challenge

ITIL®



Page 64


1 Introduction


Slide

What is the term for customers of IT services who work in the same organization as the service provider? Answer A. Strategic customers B. External customers C. Valued customers D. Internal customers

39

Correct Answer: D



Page 65


1 Introduction


Slide

Which of the following are sources of best practice? 1. Academic research 2. Internal experience 3. Industry practices Answer A. All of the above B. 1 and 3 only C. 1 and 2 only D. 2 and 3 only

40

Correct Answer: A



Page 66


1 Introduction


Slide

Which one of the following is NOT a characteristic of a process? Answer A. It is measureable B. It delivers speci c results C. It responds to speci c events D. It is a structure within an organization

41

Correct Answer: D



Page 67


1 Introduction


Slide

In which of the following areas would ITIL® complementary guidance provide assistance? 1. Adapting best practice for speci c industry

sectors 2. Integrating ITIL® with other operating

models Answer A. Both of the above B. Neither of the above C. Option 1 only D. Option 2 only

42

Correct Answer: A



Page 68


1 Introduction


Slide

Which of the following is NOT a source of best practice?

Answer A. Standards B. Technology C. Academic research D. Internal experience

43

Correct Answer: B



Page 69


1 Introduction


Slide

What is the term for a service delivered between two business units in the same organization? Answer A. Strategic service B. Delivered service C. Internal service D. External service

44

Correct Answer: C



Page 70


1 Introduction


Slide

From the perspective of the service provider, who is the person or group that agrees their service targets? Answer A. The user B. The customer C. The supplier D. The administrator

45

Correct Answer: B



Page 71


1 Introduction


Slide

Thanks for your attention

46

Introduction

ITIL®



Page 72


Page 73




2 Service Strategy

Module

Slide

ITIL® Foundation with Case Study

ITIL®

Service Strategy

1



Page 74


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2 Service Strategy

Module

Slide


= Process in scope of training

= Not in scope of training

= Function

Business Relationship Management

Demand Management

Service Portfolio Management

Financial Management

IT Service Continuity

Management

Info Security Management

Supplier Management

Service Catalogue Management

Design Coordination

Service Level Management

Capacity Management

Availability Management

Transition Planning &

Support

Change Management

Release & Deployment Management

Service Asset & Con guration Management

Event Management

Incident Management

Request Ful lment

Access Management

Knowledge Management

Problem Management



Service Validation &

Testing

Change Evaluation

Strategy Management for

IT Services

Service Desk




Introducing the Service Life Cycle

2



Page 76


2 Service Strategy

Module

Slide


Service Strategy – Main purpose

First answer the WHY then the HOW question

HHooww can a Service Provider be successful in a market which has alternatives?

WWhhyy have a Service Strategy? Creating a vision aligning to the Customer will ensure LLoonngg tteerrmm ssuurrvviivvaall

HHooww can a Service Provider demonstrate value to the business?

HHooww can a Service Provider create Service Assets that support business outcomes?

3



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2 Service Strategy

Module

Slide


Service Strategy - Objectives

Understanding what strategy is

Clear identi cation of services and their customers

Ability to de ne how value is created and delivered

Identi cation of opportunities to provide services

A clear service provision model

Understanding the organizational

capability required to deliver the strategy

Understanding how service assets are used to

deliver services

Processes that de ne the strategy of the

organization and support delivering that strategy

4



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Module

Slide


Service Strategy – Value to Business

Supports linking activities to outcomes that are critical to customers Enables accurate understanding of the types & levels of service which will please the customers Enables quicker & e ective response to changes in the business environment (this contributes to establishing competitive advantages) Supports creating & maintaining a portfolio of quanti ed services which produce positive ROI Facilitates functional & transparent communication with the customer Provides improved e ciency and organization

Customer Outcomes (examples)

5% Higher Productivity of

personnel

15% reduction in production cost of electric

guitars

95% of 20.000 Insurance claims processed within 2 business days

5



Page 79


2 Service Strategy

Module

Slide


Value Creation Through Services

De nition of value

Service Value = Utility + Warranty

Performance supported?

Constraints removed?

Available enough?

Capacity enough?

Continuous enough?

Secure enough?

Perception is also an important factor in determining value

Fit for purpose?

Fit for use?

Warranty

Utility

Value

6



Page 80


2 Service Strategy

Module

Slide


Value Creation Through Services

Service Assets improve IT Services, which improve customer Assets needed to achieve customer outcomes

Question: can you deliver an IT Service e ciently without knowing Customer Outcomes?

Insurance Claims application Services with high availability Production Automation IT Services Corporate Messaging Services

Customer resources

Financial capital Infrastructure Applications Information People

Customer capabilities

Management Organization Business Processes Knowledge People

95% of 20.000 Insurance claims processed within 2 business days 15% reduction in production cost of electric guitars 5% Higher Productivity of personnel

IT Service Assets

IT Service (examples)

Customer Assets

Customer Outcomes

(examples)

Improve performance

Improve performance

Improve performance

7

IT resources Financial capital Infrastructure Applications Information People

IT capabilities Management Organization Processes Knowledge People



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Module

Slide


Service Value - Conclusion

Calculating the economic value of a service can sometimes be straightforward in nancial terms

Value is not de ned strictly in terms of the customer’s business outcomes; it is also highly dependent on customer’s perceptions

Perceptions of value are in uenced by expectations

IT organizations must shift their emphasis from e cient utilization of resources to the e ective realization of customer outcomes

8



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2 Service Strategy

Module

Slide


ITIL®

Service Portfolio Management Purpose Objectives Scope The Service Portfolio

9



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2 Service Strategy

Module

Slide


Service Portfolio Management - Purpose

To ensure that the service provider has the right mix of services to balance the investment in IT with the ability to meet customer or business outcomes

The Service Portfolio represents the commitments and investments made by a service provider across

all customers and marketplaces

The Business (Customers)

Business unit 1

Corporate

Business unit 2 Sales

Business unit 3

HR

10



Page 84


2 Service Strategy

Module

Slide


Service Portfolio Management - Objective

To determine which services to provide based on potential return

& acceptable risk

To maintain the de nitive portfolio of services provided

To evaluate how services achieve their strategy, and to

respond to changes

To control which services are o ered, under what conditions and at what level of investment

To track the investment in services throughout their lifecycle

To analyze which services are no longer viable and when they

should be retired

11



Page 85


2 Service Strategy

Module

Slide


Service Portfolio Management - Scope

Service Portfolio

Continual evaluation of Value on Investment (VOI) against the business case

Keep track of retired services and their original customer requirements for future re-use and knowledge management

Example of possible Service statuses as services progress through the Service life-cycle and are tracked and managed within the Service Portfolio. In this example the status “Production” means that the Service is visible to customers in the “Service Catalog” (see Service Design)

Service description and Chartering of Service based on expected Value on Investment of the business case

Service Portfolio

Service Pipeline

Service Catalog

Retired Service

Future service o erings

Present service o erings

Past service o erings

Production Retired Test Design Charter Approve Analyze De ne

12



Page 86


2 Service Strategy

Module

Slide


Financial Management Purpose Objectives Scope The Business Case

13

ITIL®



Page 87


2 Service Strategy

Module

Slide


Financial Management – Purpose, Objective and Scope

Purpose Objectives Process Scope

Secure the appropriate level of funding to design, develop and deliver services that meet the strategy of the organization Act as a gatekeeper to ensure that the service provider does not commit to services that they are not able to provide Identify the balance between the cost and quality of service and maintain the balance of supply and demand between the service provider and their customers

De ne & maintain a cost framework Evaluate nancial impact Secure funding Facilitate good stewardship Understand relationship between expenses and income Managing expenditure Execute nancial policies Accounting Forecasting Recovering costs

14

Budgeting Predicting the expenditure Periodic negotiation cycles to set budget Monthly monitoring of current budgets

Accounting Fully account for the way money is spent Involves accounting systems overseen by quali ed person

Charging Process required to bill customers for services supplied to them



Page 88


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Module

Slide


Financial Management – Business Case

A Business Case is a decision support and planning tool and model that projects the likely consequences of a business action

Consequences/bene ts can take on qualitative and quantitative dimensions

A nancial analysis, for example, is frequently central to a sound Business Case

“you are free to make your choices but you are not free to choose the consequences”

- Stephen R. Covey

15



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2 Service Strategy

Module

Slide


Business Relationship Management Purpose Objectives Scope

16

ITIL®



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2 Service Strategy

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Slide


Business Relationship Management - Purpose

The purpose of the business relationship management process is two-fold:

To establish and maintain a business relationship between the service provider and the customer based on understanding the customer and its business needs

To identify customer needs and ensure that the service provider is able to meet those needs as business needs change over time

17



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Module

Slide


Business Relationship Management - Objectives

Ensure high levels of customer satisfaction, indicating that the service provider is meeting the customer’s requirements Establish and maintain a constructive relationship between the service provider and the customer based on understanding the customer and their business drivers Identify changes to the customer environment that could potentially impact the type, level or utilization of services provided Establish and articulate business requirements for new services or changes to existing services Work with customers to ensure that services and service levels are able to deliver value Mediate in cases where there are con icting requirements for services from di erent business units Establish formal complaints and escalation processes for the customer

18



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2 Service Strategy

Module

Slide


Business Relationship Management - Objectives

Business outcomes that the customer wants to achieve Services that are currently o ered to the customer, and the way in which they are used by the customer Technology trends that could impact current services and the customer, and the nature of the potential impact Levels of customer satisfaction, and what action plans have been put in place to deal with the causes of dissatisfaction How to optimize services for the future How the service provider is represented to the customer. This at times means raising concerns around commitments that the business made to IT but is not meeting

19



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Slide


Demand Management Purpose Objectives Scope Patterns of Business Activity and User Pro les

20

ITIL®



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Slide


Demand Management – Purpose and Objectives

Assist the IT service provider in understanding and in uencing customer demand for services, and the provision of capacity to meet these demands

Minimize uncertainty in demand Provide reliable planning data for Capacity Management Avoid unused excess capacity and insu cient capacity

Objectives Purpose

21



Page 95


2 Service Strategy

Module

Slide


Patterns of Business Activity (PBA’s) and User Pro les (UP’s)

Patterns of Business Activity (PBA)

Customer assets all perform business activities which tend to be in patterns that can be evaluated

User pro les are based on roles and responsibilities within organizations for people, functions, processes and applications. Each UP can be associated with one or more PBA. They can be calculated to measure the expected volume of demand

User Pro les (UP):

22



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2 Service Strategy

Module

Slide


Patterns of Business Activity Drive Demand for Services

The Business has acquired another company

2000 Employees will migrate to the Corporate Messaging Service

Messaging Service Capacity needs to be expanded

2 additional service desk personnel are required to support new call volume

23



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2 Service Strategy

Module

Slide


Challenge Sample Exam Questions

24

ITIL®



Page 98


2 Service Strategy

Module

Slide


Which of the following can be found in the Service Portfolio? 1. Service Assets 2. Service Pipeline 3. Retired Services 4. Service Catalog Answer A. 1 and 4 only B. 1, 2 and 3 only C. 2, 3 and 4 only D. All of the above

Correct Answer: C

25



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2 Service Strategy

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Slide


Demand Management is used to: Answer A. Increase customer value B. Understand patterns of business activity C. Increase the value of IT D. Align business with costs

Correct Answer: B

26



Page 100


2 Service Strategy

Module

Slide


What is the result of carrying out an activity, following a process or delivering an IT service known as? Answer A. Outcome B. Incident C. Change D. Problem

Correct Answer: A

27



Page 101


2 Service Strategy

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Slide


Which of the following types of service should be included in the scope of service portfolio management? 1. Those planned to be delivered 2. Those being delivered 3. Those that have been withdrawn from service Answer A. 1 and 3 only B. All of the above C. 1 and 2 only D. 2 and 3 only

Correct Answer: B

28



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Slide


What do customer perceptions and business outcomes help to de ne? Answer A. The value of a service B. Governance C. Total cost of ownership (TCO) D. Key performance indicators (KPIs)

Correct Answer: A

29



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Slide


What should a service always deliver to customers? Answer A. Applications B. Infrastructure C. Value D. Resources

Correct Answer: C

30



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Which of the following provide value to the business from service strategy? 1. Enabling the service provider to have a

clear understanding of what levels of service will make their customers successful

2. Enabling the service provider to respond quickly and e ectively to changes in the business environment

3. Reduction in the duration and frequency of service outages

Answer A. All of the above B. 1 and 3 only C. 1 and 2 only D. 2 and 3 only

Correct Answer: C

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Which of the following identify the purpose of business relationship management? 1. To establish and maintain a business

relationship between service provider and customer

2. To identify customer needs and ensure that the service provider is able to meet these needs

Answer A. Both of the above B. 1 only C. 2 only D. Neither of the above

Correct Answer: A

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Which of the following is the correct de nition of an outcome? Answer A. The results speci c to the clauses in a service

level agreement (SLA) B. The result of carrying out an activity, following a

process or delivering an IT service C. All the accumulated knowledge of the service

provider D. All incidents reported to the service desk

Correct Answer: B

33



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Which of the following provide value to the business from service strategy? 1. Enabling the service provider to have a

clear understanding of what levels of service will make their customers successful

2. Enabling the service provider to respond quickly and e ectively to changes in the business environment

3. Supporting the creation of a portfolio of quanti ed services


Correct Answer: A

34



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What is the primary focus of Business Relationship Management? A. Management, control and prediction of the

performance, utilization and capacity of individual elements of IT technology

B. Review of all capacity supplier agreements and underpinning contracts with supplier management

C. Management, control and prediction of the end-to-end performance and capacity of the live, operational IT services

D. The service provider used an established business relationship with the customer to identify customer needs

Correct Answer: D

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Service Strategy Thanks for your attention

36

ITIL®



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1

ITIL®

Service Design



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= Function


Demand Management




Management


Supplier Management


Design Coordination


Capacity Management



Support

Change Management



Event Management

Incident Management

Request Ful lment

Access Management


Problem Management




Testing

Change Evaluation


IT Services

Service Desk





2



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Service Design – Main Purpose

First answer the WHY then the HOW question

How can the service provider ensure a holistic results-driven approach to design?

Why do we spend time on Service Design? To deliver high-quality, cost e ective services and to ensure that the business objectives are being met!

How can the service provider ensure functional as well as management and operational elements are addressed?

How can the service provider adopt and implement standardized approaches to service design?

3



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Service Design - Objectives

Design services that satisfy business

objectives

Minimize overall costs of service provision

Design secure and resilient IT

infrastructures

Design measurement methods and metrics for assessing design

processes and their deliverables

Produce and maintain IT plans, processes,

policies, architectures, frameworks

and documents

Contribute to improvement of

quality of IT services by reducing need

for rework

4



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Service Design – Value to Business

Reduced Total Cost of Ownership (TCO)

5

Improved alignment, quality and consistency of service

Easier implementation of new or changed services

More e ective service performance

Improved IT governance

More e ective Service Management and IT processes



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IT Service Management and The 4 P’s

The scope of Service Design covers four P’s Implementing ITSM as a practice is about preparing and planning the e ective and e cient use of the four P’s

6

ITSM processes

covering the service

lifecycle and aligned to business objectives

E cient service

management tooling enables e cient process

execution

Suppliers integrated with our

processes and aligned to business

goals

Motivated professionals who enable

the IT strategy to achieve it's objectives

PROCESS PRODUCT PARTNER PEOPLE



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5 Aspects of Service Design

An integrated, holistic approach to design should cover the 5 aspects of service design If any one aspect is changed, it must be checked against each other aspect to ensure integration and consistency

Service solutions for

new or changed services

7

Required processes

Measurement methods and

metrics

Technology architectures and

management architectures

Management information systems and

tools 5 Aspects of Service Design



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Service Design Package

Produced during the design phase An SDP is produced for each new IT service, major change, removal of a service or change to the SDP itself Passed to Service Transition Includes requirements, service design, organizational readiness assessment, service lifecycle plan

Improve performance

Improve performance

Improve performance

8

A document or set of documents de ning all aspects of an IT service and its requirements through each stage of its lifecycle



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Design Coordination

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Design Coordination - Purpose

10

Ensure the goals and objectives of the service design stage are met by providing and maintaining a single point of coordination and control for all activities and processes within this stage of the service lifecycle

Design Coordination

SD Processes Aspects of Service Design

Service solutions for new or changed services

Management information systems and tools

Technology architectures and management architectures

Measurement methods and metrics

Required processes

Service catalog Management


Capacity Management


IT Service Continuity Management


Supplier Management



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Design Coordination - Objectives

Ensure consistent design of services, tools,

architectures, metrics and processes

Coordinate all design activities across projects;

mitigate con icts where required

Plan and coordinate resources and

capability

Produce Service Design Packages

Ensure service models and solution designs conform to strategic

requirements

Improve the e ectiveness and

e ciency of service design activities

11



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Design Coordination - Scope

Assisting and supporting each project or other change through all Service Design activities

12

Maintaining policies, guidelines, standards, and budgets for Service Design activities

Coordinating, prioritizing and scheduling Service Design resources

Reviewing, measuring and improving performance of Service Design activities

Ensuring the production of SDPs and their handover to Service Transition



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Design Coordination Recap

13

In short Design Coordination ensures that the Service Design Package is completed on time within budget and against customer requirements

Requests

Budget

Time

Requirements Process

SDP



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Ok, I now know what to do. I’d also like to state that your new SLM Policy, which automatically invokes a

Service Improvement Program (SIP) when Service Levels are not met is greatly appreciated by my people.

And thank the CSI manager who helped us bring about the improvement too

Intro to Service Catalog and the Service Level Management

14

Hi, I would like to order the Corporate “ABC” Application

Service with “Bronze” (95% availability) Service Level for my

100 claims people and my 20 nance people need the

“Gold” (99,5% availability) Service Level Option

Great! Oh, before I forget, actually my nance people

really need a (99,95%) service level, is that possible?

Also is it possible to get the

application Web enabled so we can access it from anywhere?

We might be able to o er that higher Service level, If our current OLA’s and UC’s with our internal and external service providers support that. I’ll get back to you on that shortly

SERVICE LEVEL MANAGER CUSTOMER

Customer Requirements

Service Catalog

Hello, what Services and Service Levels from the Service Catalog can I sign you up for?

Sure I’ll sign you up for those Service Levels

We don’t o er web enabled applications at this time, as they are not a standard on the Service Catalog. However I’ll check if the requirement is already captured in the Service Portfolio Management Pipeline. I can introduce you to the BRM who does the intake for these new Service requirements. If the Business case is good and Service Design signs o , I don’t see why not we can not add this to the portfolio. Be aware that It will take a while to build that Service though.



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Service Catalog Management

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Service Catalog Management - Purpose

16

Provide and maintain a single source of consistent information on all operational services and those being prepared to be run operationally

Service Portfolio

Service Pipeline

Service Catalog

Retired Service

Future service o erings

Present service o erings

Past service o erings



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Service Catalog Management - Objectives

Agree and document a service de nition

Interface with Service Portfolio Management

Produce and maintain a Service Catalog

Interface with the business and IT

Service Continuity Management

Interface with support teams, suppliers and

Con guration Management

Interface with Business Relationship

Management and Service Level Management

17



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Service Catalog Management - Scope

Contribute to the de nition of services and service packages

Produce and maintain an accurate service catalog

Maintain interfaces, dependencies and consistency between service catalog and the service portfolio

Maintain interfaces and dependencies between services and supporting services

18



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Examples of Service Catalog Structures

Two view structure

19

Links to Related Information

The Service Catalog

Business Process 1

Business Process 2

Business Process 3

Service 1 Service 2 Service 3 Service 4 Service 5 Service 6

Service Assets/Con guration Records

= Supporting Services = Customer-Facing Services Key

Technical/Supporting Service Catalog View

Business/Customer Service Catalog View

Service A Service B Service C Service D Service E



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Examples of Service Catalog Structures

Three view structure

20

The Service Catalog

Service E Service D Service C Service B Service A

Retail Customer 2

Retail Customer 1

Wholesale Customer 2

Wholesale Customer 1

Wholesale Service Catalog

View

Retail Service Catalog

View

Service 1 Service 2 Service 3 Service 4 Service 5 Service 6

Supporting Service Catalog View

Links to Related Information

Service Assets/Con guration Records

= Supporting Services = Customer-Facing Services Key



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Service Level Management - Purpose

Ensure all current and planned IT services are delivered to agreed upon achievable targets This is achieved through:

22

A constant cycle of negotiating, agreeing,

monitoring, reporting and reviewing IT service targets

and achievements

Instigation of actions to correct or improve the

level of service delivered

ReviewingAgreeing

MonitoringReporting

Negotiating

Costs

Pro ts



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Service Level Management - Objectives

De ne, document, agree, monitor,

measure, report and review the level of IT

services provided

Provide and improve relationship with

business and customers

Ensure that speci c and measurable

targets are developed for all services

Monitor and improve customer satisfaction

Ensure that IT and customers have unambiguous

expectations of service levels

Ensure improvement in levels of service

delivered wherever it is cost justi able

23



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Service Level Management - Scope

Cooperation with the BRM process to develop relationships

24

Negotiation and agreement of current and future service level requirements (SLR) and Service Level Agreements (SLA)

Development and management of appropriate Operational Level Agreements (OLA) to ensure alignment with SLA targets

Reporting and management of service level achievements and breaches

Periodic review, renewal or revision of SLAs, service scope and OLAs



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Service Level Management Activities

25

Designing SLA

frameworks

De ne, document and agree

requirements and produce

SLRs

Negotiate, document and agree

SLAs

Monitor and measure service

performance against SLAs

Producing service reports

Conduct service reviews

D N A M M R R

De ne Negotiate Agree Monitor Measure Report Review



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SLM Activity: De ne SLA Framework

SLM must design the most appropriate SLA structure to ensure that all services and customers are covered in a manner best suited to the organization’s needs Potential options include:

26

Customer A

Service A

Customer B

Service B

Customer C

Service C

Customer A

Service A

Customer B

Service B

Customer C

Service C

Customer A

Service A

Customer B

Service B

Customer C

Service C

Customer D

Service D

Service-Based SLA Customer-Based SLA

Multi-Level SLA



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De ne, Document and Agree Requirements and Produce SLRS

Service Level Requirement (SLR) A customer requirement for an aspect of an IT service. Service level requirements are based on business objectives and used to negotiate agreed service level targets

27


Customer Requirements

Service Catalog

Here are my Service Level Requirements. I would like to order

the Corporate “ABC” Application Service with “Bronze” (95%

availability) Service Level for my 100 claims people and my 20 nance

people need the “Gold” (99,5% availability) Service Level Option



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SLR Service Catalog

Negotiate, Document and Agree SLAS

28

Actually my nance people really need a (99,95%) service level, is that possible?

Also is it possible to get the application Web enabled so we

can access it from anywhere?

Never mind, I know our BRM well, I’ll walk over to his o ce

after this meeting

Yes I will gladly sign once I have made

my nal review

We don’t o er web enabled applications at this time, as they are not a standard on the Service Catalog. However I’ll write down your requirement and check if the requirement is already captured in the Service Portfolio Management Pipeline. I can introduce you to the BRM who does the intake for these new Service requirements. If the Business case is good and Service Design signs o , I don’t see why not we can not add this to the portfolio. Be aware that It will take a while to build that Service though.

We might be able to o er that higher Service level, If our current OLA’s and UC’s with our internal and external service providers support that. I’ll get back to you on that shortly

I will document your SLR’s and draft the SLA, for you to review, Once I get the green light we can sign maybe as early as 12 days from now



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Monitoring and measure Service Performance & produce Service Level Reports

A Service Level Agreement Monitoring (SLAM) Chart is used to help monitor and report achievements. A SLAM is typically color coded to show whether each agreed Service Level Target has been met, missed, or nearly missed during each of the previous time periods

29

MMeessssaaggiinngg ((ee--mmaaiill)) JJaannuuaarryy FFeebbrruuaarryy MMaarrcchh AApprriill

Realized Availability (Target is 99,5%) 99.8% 100% 99.45% 99.45%

NNuummbbeerr ooff iinncciiddeennttss ppeerr ccaatteeggoorryy JJaannuuaarryy FFeebbrruuaarryy MMaarrcchh AApprriill

Priority 1 0 0 1 0

Priority 2 12 16 14 12

Priority 3 100 120 267 115

Priority 4 250 245 290 244

SSeerrvviiccee RReeqquueesstt 9900%% ddeelliivveerreedd <<4488HHoouurrss JJaannuuaarryy FFeebbrruuaarryy MMaarrcchh AApprriill

Add Mailbox 100% 100% 90% 94%

Remove Mailbox 82% 100% 92% 100%

Add/modify/delete public distribution list 100% 90% 92% 100%

Add/modify/delete public folders 100% 90% 91% 100%

Add/modify/delete disclaimer users 100% 100% 80% 91%

93% 95% 94% 97%

##SSeerrvviiccee RReeqquueessttss JJaannuuaarryy FFeebbrruuaarryy MMaarrcchh AApprriill

Add Mailbox 60 55 70 72

Remove Mailbox 45 60 45 50

Add/modify/delete public distribution list 10 0 12 9

Add/modify/delete public folders 10 0 12 9

Add/modify/delete disclaimer users 2 4 6 8



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Conduct Service Review

Regularly scheduled meetings between customer and service provider to review service achievements for the last period Assign actions to customer and provider as appropriate to improve weak area Focus on service breaches to determine root cause and de ne what will be done to prevent recurrence Discussions may result in establishment of formal plans to implement improvements to a process or IT service known as Service Improvement Plans (SIP)

30



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Relationship between BRM and SLM

31

BBuussiinneessss RReellaattiioonnsshhiipp MMaannaaggeemmeenntt SSeerrvviiccee LLeevveell MMaannaaggeemmeenntt

Purpose Establish and maintain a business relationship between the service provider and customer based on understanding the customer and their business needs Identify customer needs (utility and warranty) and ensure the service provider is able to meet those needs

Negotiate SLAs (warranty terms) with customers and ensure all service management processes, OLAs and contracts are appropriate for the agreed service level targets

Focus Strategic and tactical – focus is on business needs and services provided to meet those needs

Tactical and operational – focus is on agreeing service level targets and monitoring whether service provider was able to meet those targets

Primary Measure

Customer satisfaction Achieving agreed levels of service



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Service Level Management - Agreements

32

SLR

OLA

SLA

Contract

Service Level Requirement

A customer requirement for an aspect of an IT service. Service level requirements are based on business objectives and used to negotiate agreed service level targets.

Operational Level Agreement

An agreement between an IT service provider and another part of the same organization. It supports the IT service provider’s delivery of IT services to customers and de nes the services to be provided and the responsibilities of both parties. For example,

Between the IT service provider and a procurement department to obtain hardware in agreed times Between the service desk and a support group for incident response

Underpinning Contract

A contract between an IT service provider and a third party. The third party provides goods or services that support delivery of an IT service to a customer. The underpinning contract de nes targets and responsibilities that are required to meet agreed service level targets in one or more service level agreements.

Service Level Agreement

An agreement between an IT service provider and a customer. A service level agreement describes the IT service, documents service level targets, and speci es the responsibilities of the IT service provider and the customer. A single agreement may cover multiple IT services or multiple customers.



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Warranty Processes Capacity Management Availability Management IT Service Continuity Management Information Security Management

33

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Capacity Management

34

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Capacity Management - Purpose

To ensure the current and future capacity and performance demands of the customer regarding IT service provision are delivered against justi able costs Capacity Management ensures that cost justi able IT capacity in all areas of IT always exists and is matched to the current and future agreed upon needs of the business, in a timely manner

35

Manages:

The right amount of capacity

At the right location

At the right time

For the right customer

Against the right cost



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Capacity Management - Objectives

Produce and maintain a Capacity Plan that re ects the current and future needs of

the business

Provide advice and guidance on capacity- and

performance-related issues

Ensure service performance

achievements meet or exceed all agreed

performance targets

Assist with diagnosis and resolution of performance- and capacity-related

Incidents and Problems

Assess the impact of changes to

performance and capacity of all services

and resources

Ensure improvements to capacity where

cost justi able

36



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Capacity Management - Scope

Focal point for all IT performance and capacity issues

37

Encompass all areas of technology, including facilities space and environmental capacity

Human resources where a lack may result in a breach of an SLA

Monitoring and tuning

Understanding and in uencing demand

Capacity Planning

Identify technological trends



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Capacity Management – Capacity Plan

The capacity plan documents current levels of resource utilization and forecasts future requirements for resources needed to support IT services that underpin business activities Capacity Management sub-processes:

Business Capacity Management – translates business needs and plans into requirements for service and IT infrastructure Service Capacity Management – focuses on end-to-end performance and capacity of operational service usage and workloads Component Capacity Management – focuses on prediction of performance, utilization and capacity of individual IT technology components

38



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ITIL®



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Availability Management - Purpose

Ensure the level of availability delivered in all IT services meets the agreed availability needs of the business in a cost-e ective and timely manner

40



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Availability Management - Objectives

Produce and maintain an Availability Plan

that re ects the current and future

needs of the business

Provide advice and guidance to

business and IT on all availability-related

issues

Ensure service availability

achievements meet or exceed agreed targets

Assist with diagnosis and resolution of availability-related

Incidents and Problems

Assess impact of changes on the

performance and availability of services

and resources

Ensure improvement to availability of

services when cost justi able

41



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Availability Management - Scope

Monitoring all aspects of availability, reliability and maintainability of IT services and supporting components

42

Maintaining set of methods, techniques and calculations for availability measurements, metrics and reporting

Actively participating in risk assessment and management activities

Producing an availability plan

In uencing design of services and components to align with business availability needs



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Availability Management - Concepts

Availability: The ability of a service, component or Con guration Item (CI) to perform its function as required

Reliability: Measure of how long a service, component or CI can perform its agreed function without interruption

MTBSI – Meantime between service incidents MTBF – Meantime between failures

Maintainability: Measure of how quickly and e ectively a service, component or CI can be restored to normal working after a failure

MTRS – Meantime to restore service Serviceability: Ability of a third-party supplier to meet the terms of its contract

43



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Availability Management - Concepts

The ability of a service, component or CI to perform its function as required

Service availability – involves all aspects of service availability and unavailability Component availability – involves all aspect of component availability and unavailability

44

Availability (%) = ----------------------------------------------- X 100Agreed service time (AST) - downtime

AST



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Availability Management – Vital business function

Vital Business Function (VBF): Re ects the business critical elements of the business process supported by an IT service.

For example, the VBF for an ATM is to dispense cash (for the user) and to credit the account (for the bank) Providing a receipt, while useful, may be considered a non-critical business element

This distinction is important and should in uence availability design and associated costs

45



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IT Service Continuity Management (ITSCM)

46

ITIL®



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IT Service Continuity Management - Purpose

Through management of the critical risks which could a ect IT services, ITSCM supports the overall business continuity management (BCM) process by ensuring the IT service provider can always provide minimum agreed upon business continuity related service levels

47

Accept Avoid

Risk

Reduce Transfer



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IT SERVICE CONT. Management - Objectives

Develop and maintain Continuity Plans and IT

recovery plans that support the overall Business

Continuity Plans (BCPs)

Complete regular Business Impact

Analysis (BIA) exercises

Conduct regular risk assessment and

management exercises

Provide advice and guidance on all continuity and

recovery-related issues

Ensure appropriate continuity and recovery

mechanisms are in place to meet or exceed agreed business continuity targets

To assess the impact of all changes on the IT

Service Continuity Plans and IT recovery plans

48



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Scope of ITSCM

49

Align with Business Continuity Management (BCM)

Focus on business ‘Disaster’ events

ITSCM supports the IT Service requirements

Set critical requirements for survival

ITSCM strategy and plans

Business Impact Analysis (BIA) helps de ne ‘Disaster’



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Business Impact Analysis (BIA)

The purpose of a BIA is to quantify the impact to the business of loss of service This impact could be a ‘hard’ impact that can be precisely identi ed – such as nancial loss – or ‘soft’ impact – such as public relations, moral, health and safety

or loss of competitive advantage The BIA will identify the most important services to the organization and will therefore be a key input to the business continuity strategy

50



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Risk Assessments

Second driver in determining ITSCM requirements is the likelihood that a disaster or other serious service disruption will actually occur

This is an assessment of the level of threat and the extent to which an organization is vulnerable to that threat

Risk assessment can also be used in assessing and reducing the chance of normal operational incidents and is a technique used by availability management to ensure the required availability and reliability levels can be maintained

Risk assessment is also a key aspect of information security management

51



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Information Security Management

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ITIL®



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Information Security Management - Purpose

To align IT security with business security and ensure that the con dentiality, integrity and availability of an organization’s assets, information, data and IT services matches the agreed needs of the business

53



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Information Security Management - Objectives

54

CCoonn ddeennttiiaalliittyy:: IInnffoorrmmaattiioonn iiss ddiisscclloosseedd ttoo oonnllyy tthhoossee wwhhoo hhaavvee aa rriigghhtt ttoo kknnooww

IInntteeggrriittyy:: IInnffoorrmmaattiioonn iiss ccoommpplleettee,, aaccccuurraattee aanndd pprrootteecctteedd aaggaaiinnsstt uunnaauutthhoorriizzeedd mmooddii ccaattiioonn

AAvvaaiillaabbiilliittyy:: IInnffoorrmmaattiioonn iiss aavvaaiillaabbllee aanndd uussaabbllee wwhheenn rreeqquuiirreedd

AAuutthheennttiicciittyy aanndd NNoonn--rreeppuuddiiaattiioonn:: BBuussiinneessss ttrraannssaaccttiioonnss aanndd iinnffoorrmmaattiioonn eexxcchhaannggeess ccaann bbee ttrruusstteedd



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Information Security Management - Scope

Focal point for all IT security issues

55

Produce, maintain, enforce a security policy

Understand the business security environment (Business security, future plans, legislature, risks and risk management)

Prioritization of con dentiality, integrity and availability

Implement and document controls

Manage supplier contracts regarding security

Manage security breaches



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Information Security Policy

The policy that governs to organization’s approach to Information Security Management. The Security Policy should cover:

Use and misuse of IT assets policy An access control policy A password control policy An email, Internet and anti-virus policy An information classi cation policy A document classi cation policy A remote access policy A policy with regard to supplier access of IT service, information and components An asset disposal policy

56



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Supplier Management

57

ITIL®



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Supplier Management - Purpose

To obtain value for money from suppliers Suppliers are third-party entities responsible for supplying goods and services required to deliver IT services Supplier management ensures suppliers and the services they provide are managed to support IT service targets and business exceptions

58

Customers Users Suppliers

Those (making decisions on) buying goods

Those using services on a day-

to-day basis

Third party responsible for

supplying goods or services required to deliver IT Services



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Supplier Management - Objectives

Obtain value for money from supplier and

contracts

Ensure that underpinning contracts and agreements with suppliers are aligned

to business needs

Support and align with agreed upon targets in SLRs and SLAs, in

conjunction with SLM

Manage relationships with suppliers

Manage supplier performance

Negotiate and agree upon contracts with

suppliers and manage them through their

lifecycle

59



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Supplier Management - Scope

60

Management of all suppliers and contracts needed for the IT services

Provide insight in the impact of contracts on services

Understand how groups of individual contracts can contribute to value creation

Prioritize how attention is divided across suppliers and contracts

Maintenance and reviews of contracts

Supplier Improvement plans



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Supplier Categorization

The supplier management process should be adaptive and managers should spend more time and e ort managing suppliers based on their importance to your organization

61

High

Medium

Low

Low Medium High

Risk and impact

Valu

e an

d im

port

ance

Operational suppliers

Strategic suppliers

Tactical suppliers

Operational suppliers



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ITIL®



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The ve aspects of service design include which of the following: 1. Service solution for new or changed

services 2. People, process, partners and products 3. Technology architectures and management

architectures 4. Measurement methods and metrics Answer A. All of the above B. 1, 3 and 4 C. 3 and 4 only D. 1 only

Correct Answer: B

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3 Service Design

Module

Slide


The lifecycle stage that starts with a set of new or changed business requirements and ends with the development of a service solution designed to meet the documented needs of the business is: Answer A. Service Operation B. Service Portfolio Management C. Service Design Package D. Service Design

Correct Answer: D

64



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3 Service Design

Module

Slide


People, process, products and partners are BEST known as: Answer A. A holistic approach to Service Design B. Service Design Package C. Aspects of Design D. The four P’s of Service Design

Correct Answer: D

65



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3 Service Design

Module

Slide


The availability aspect of maintainability is a measure of: Answer A. How long a service, component or CI can

perform its agreed function without interruption

B. How quickly and e ectively a service, component or CI can be restored to normal working after a failure

C. The ability of a third-party supplier to meet the terms of its contract

D. The ability of a service, component or CI to perform its agreed function when required

Correct Answer: B

66



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3 Service Design

Module

Slide


Capacity Management has the following sub-processes: Answer A. Business Capacity Management B. Component Capacity Management C. Service Capacity Management D. All of the above

Correct Answer: D

67



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3 Service Design

Module

Slide


The objectives of Service Catalog Management include all of the following EXCEPT: Answer A. Manage the information contained in the

Service Catalog B. Ensure the Service Catalog is made available to

those approved to access it C. Ensure the service catalog supports the

evolving needs of all service management processes for service catalog information

D. All of the above are objectives of Service Catalog Management

Correct Answer: D

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3 Service Design

Module

Slide


The Service Design process of _______________ produces the Service Design Package for hando to Transition Planning and Support Answer A. Service Level Management B. IT Service Continuity Management C. Design Coordination D. Vital Business Function

Correct Answer: C

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3 Service Design

Module

Slide


Service Level Management is focused on agreeing ________ and _______ while Supplier Management is focused on maintaining _________ Answer A. SLA, contracts, OLA B. SLA, OLA, contracts C. Processes, measurements, partners D. SLR, measurements, shipments

Correct Answer: B

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3 Service Design

Module

Slide


ITIL®

Service Design Thanks for your attention

71



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4 Service Transition


Slide

Service Transition

1

ITIL®



Page 184


Page 185




Slide



= Function


Demand Management




Management


Supplier Management


Design Coordination


Capacity Management



Support

Change Management



Event Management

Incident Management

Request Ful lment

Access Management


Problem Management




Testing

Change Evaluation


IT Services

Service Desk




2




Page 186




Slide

The Service Design Package is the “blue print” of all pieces of the puzzle Virtual model of the service covering all 4 P’s

Build, test, deploy and early life support Ensures that the transition is done within the time, quality and budget requirements

ITIL® The Service is operational and has no missing pieces The service e ectively supports the customer outcome

3

Service Transition Within In The Life Cycle



Page 187




Slide

Build, test and deploy new or changed services

4

Service Transition - Main Purpose

? Ensure that new, modi ed or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle

How can a Service Provider ensure service changes create the expected business value?

HHooww can a Service Provider reduce risk attributed to change?

How can a Service Provider successfully deploy services into production?

?



Page 188




Slide

Plan and manage service changes e ciently and e ectively

5

Service Transition - Objectives

Manage risk related to new, changed or retired services

Successfully deploy services

Manage expectations on performance and use of new or changed services

Ensure service changes produce the expected business value

Provide quality knowledge and information for use across the organization



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Slide 6

Service Transition - Scope

Ensures that requirements from Service Strategy,

developed during Service Design, are e ectively realized

in Service Operation while controlling risks of failure and

disruption

Includes release planning, testing, evaluation and

deployment

Guidance for development and improvement of

capabilities for transitioning new or changed services into

supported environments



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Slide

Improve control of service assets Activities result in higher volumes of successful change Reduce delays from unexpected clashes and dependencies Improve management of expectations for all stakeholders Increase con dence that the new or changed service can be delivery to speci cation without adverse impact on other services or stakeholders Ensure new or changed services will be maintainable and cost-e ective

7

Service Transition - Value to Business



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Slide

Purpose Objectives Scope

Transition Planning And Support

8

ITIL®



Page 192




Slide 9

Transition Planning And Support - Purpose

Transition Planning Coordination and Support

? WHERE

WHEN WHY

WHAT

HOW WHO

Provide overall planning for service transitions and coordinate required resources



Page 193




Slide 10

Transition Planning And Support - Objectives

Manage costs, quality and time estimates

Establish new or modi ed services, tools, processes, measurement methods

Ensure reusable processes and supporting systems

Identify, manage and control risks

Monitor and improve performance of the Service Transition lifecycle stage

Coordinate activities across projects, suppliers and service teams



Page 194




Slide 11

Transition Planning And Support - Scope

Maintaining polices,

standards and models for

Service Transition activities and

processes

Ensuring Service Transition is

coordinated with program and project

management

Reviewing and improving Service

Transition performance

Coordinating e orts to enable

multiple transitions to be managed at

the same time

Planning budget and resources

needed for future Service Transition

requirements

Prioritizing con icting requirements for Service Transition

resources



Page 195




Slide

Purpose Objectives Scope Concepts Activities Interfaces

Change Management

12

ITIL®



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Slide 13

Change Management - Purpose

Change is the addition, modi cation or removal of anything that could have an e ect on IT services

change stability

Control the lifecycle of all changes, enabling bene cial changes to be made with minimum disruption to IT services



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Slide 14

Change Management - Objectives

Ensure changes are recorded, evaluated and prioritized

Ensure all changes to CIs are recorded in the CMDB

Optimize overall business risk

Respond to customer’s changing business requirements while maximizing value and reducing incidents, disruption and rework

Respond to business and IT requests for change that will align services with business needs



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Slide 15

Change Management - Scope

Service solutions for new or

changed services including all functional

requirements

Management information

systems and tools, especially the

service portfolio

Technology architectures and

management architectures required

to provide the services

Measurement systems, methods and metrics for

the services, architectures,

components and processes

Processes needed to design,

transition, operate and improve

services

Covers changes to all CIs across the entire lifecycle



Page 199




Slide

Protecting the business and other services while making required changes Implementing changes that meet the customers’ agreed service requirements while optimizing costs Reducing failed changes, reducing number of unauthorized changes Assessing risks associated with transition of services Improving productivity of sta by minimizing disruption caused by high levels of unplanned ‘emergency’ changes

16

Change Management - Value to Business



Page 200




Slide

Policies

Creating a culture where there is zero tolerance for unauthorized change Aligning change management process with business, project and stakeholder processes Ensuring changes create business value Integration with other service management processes to establish traceability of change and identify change-related incidents

Design and Planning

Change Management should be planned in conjunction with release and deployment management and service asset and con guration management to ensure synergies

17

Change Management – Basic Concepts



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Slide 18

Types of Changes

Must be implemented as soon as possible High risk Normally follow a streamlined procedure

Emergency Change

Preauthorized Low risk Relatively common Follows procedure or work instruction

Standard Change

Any change that is not standard or emergency Unique Risk must be evaluated Follows steps of de ned Change Management process

Normal Change



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Slide

Change Models

19

UUsseedd ffoorr:: Standard changes Changes that require specialized handling Emergency changes Changes that require speci c sequences of testing and implementation

CChhaannggee mmooddeellss iinncclluuddee:: Steps that should be taken Chronological order in which steps should be taken Responsibilities Timescales and thresholds Escalation procedures

Repeatable way of dealing with a particular category of change



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Slide

Remediation Planning

20

Actions taken to recover after a failed change or release. Remediation may include back out, invocation of service continuity plans, or other actions

designed to enable the business process to continue

No change should be authorized without having explicitly addressed the question of what to do if it is not successful Change implementation plans should include milestones and triggers for remediation to ensure su cient time in the change window for recovery in the event it becomes necessary



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Slide 21

Vocabulary

A formal proposal for a change to be made. Includes details of the proposed change, and may be recorded on paper or electronically

Request For Change (RFC)

A document that includes a high level description of a potential service introduction or signi cant change, along with a corresponding business case and expected implementation schedule.

Change proposals are normally created by the service portfolio management process and are passed to change management for authorization

Change Proposal



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Slide

Normal Change Lifecycle

22

Create and record request for change

Review RFC

Assess and evaluate change

Authorize change build and test

Coordinate change build and test

Authorize change deployment

Coordinate change deployment

Review and close change record



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Slide

Normal Change Lifecycle Activities

23

Change is raised by a request from the initiator All RFCs received should be logged and given a unique identi cation number Change Management will ensure all required information has been provided and lter out any requests that are:

Totally impractical Repeats of earlier RFCs Incomplete

Create and record RFC Review RFC



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Slide


24

Signi cant changes should be formally evaluated Evaluation may include:

Impact of change on customer business operation Associated change proposals Impact on other services E ect of not implementing the change Current change schedule and projected service outage Additional ongoing resources required to implement Assessment of risk pro le

Assess and evaluate change



Page 208




Slide


25

Formal authorization is obtained for each change from a change authority Levels of authorization for a particular type of change judged by type, size, risk and potential business impact Change Management has an oversight role to ensure that changes are thoroughly tested prior to deployment Change Management has an oversight role to ensure changes are deployed as scheduled

Authorize change to

build and test

Coordinate change build

and test

Authorize change

deployment

Coordinate change

deployment



Page 209




Slide


26

Prior to record closure, an evaluation is carried out to ensure actual performance is acceptable and there is no unacceptable residual risk A post-implementation review (PIR) should be held to con rm the change has met its objectives, the initiator and stakeholders are happy with the results, and there are no unexpected side-e ects Formal closure of the change record

Review and close change

record



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Slide

Change Authority Model

27

Level

Level

Level

Level

Level

COMMUNICATIONS CHANGE AUTHORITY LEVEL OF RISK/IMPACT ESCALATION

Business Executive

Board

IT management board or IT

steering group

E(CAB)

Change Manager

Local Authorization

High cost/risk change – requires decision

from executives

Change impacts multiple services or

organizational divisions

Change which only a ects local or service group

Low-risk change

Standard change

Communications, escalation for RFCs,

risks, issues

Communications, decisions and

actions



Page 211




Slide

Change Advisory Board (CAB) And Emergency CAB (ECAB)

28

CAB exists to support the authorization of changes and assist change management in the assessment, prioritization and scheduling of changes Role of the CAB is to consider and recommend the adoption or rejection of changes In emergency situations where there is not enough time to convene the full CAB, an ECAB may be used ECAB may be a subset of the CAB or be made up of delegated members



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Slide

CAB Attendees

29

CAB will be composed of di erent stakeholder based on changes being considered Membership may vary even across a single meeting Should re ect both users’ and customers’ views Should involve suppliers when appropriate Likely to include the Problem Manager, Service Level Manager and Customer Relations sta

CAB Membership Customers User groups Business Relationship Managers Service Owners Application developers Specialists or technical consultants Services and operations sta Contractors or third party representatives Other parties as applicable



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Slide

Standard CAB Agenda

30

Change proposals from Service Portfolio Management RFCs to be assessed Change reviews Outstanding changes and changes in progress Failed, unauthorized and backed out changes Change Management accomplishments Change Management process, including proposed changes to the process Advance notice of RFCs expected for review at the next CAB CHANGE

AHEAD



Page 214




Slide

Change Management Interfaces

31

Service Asset and Con guration Management

Problem Management IT Service Continuity Management


Capacity and Demand Management




Page 215




Slide


Release and Deployment Management

32

ITIL®



Page 216




Slide

Plan, schedule and control the build, test and deployment of releases and delivery of new functionality required by the business while protecting the

integrity of existing services

Release And Deployment Management - Purpose

33

Release and Deployment Management polices should be in place to help the

organization achieve the correct balance between cost, service stability and agility



Page 217




Slide

Release And Deployment Management - Objectives

34

Create and test release packages

Ensure integrity of a release package and its constituent components

Ensure all release packages can be tracked, installed, tested, veri ed and backed out if appropriate

Ensure knowledge transfer to enable stakeholders to optimize use of the service

Ensure skill and knowledge transfer to service operation functions to enable e ectively delivery and support

De ne and agree release and deployment policy and plans with customers and stakeholders



Page 218




Slide

Release And Deployment Management - Scope

35

Problem Management Includes all con guration items required to implement a release:

Physical assets such as a server or network

Virtual assets such as a

virtual server or storage

Applications and

software

Training for users and

IT sta

Services, including all

related contracts and agreements

Includes the processes, systems and functions required to package, build, test and deploy a release into the live environment, establish the service speci ed in

the SDP and formally hand the service over to Service Operation



Page 219




Slide

Release and deployment planning Release build and test Deployment Review and close

36

Four Phases Of Release And Deployment Management

Change Management

Auth

Post-Implementation

Review

Deployment Review and

Close Release Build

and Test

Release and Deployment

Planning

Authorize Release Planning

Authorize Build and Release

Authorize Check-in to

DML

Authorize Deployment /

Transfer / Treatment

= Change Management Authorization

Auth Auth Auth

Deployment

Deployment

Deployment Auth



Page 220




Slide


Service Asset And Con guration Management

37

ITIL®



Page 221




Slide 38

Service Asset And Con guration Management - Purpose

Ensure that the assets required to deliver services are properly controlled and that accurate and reliable information about those assets is available when and

where it is needed

“When you have a clock in your house, you know the time – once you get two clocks, you are no longer certain” ~ Danish Proverb



Page 222




Slide 39

Service Asset And Con guration Management - Objectives

Maintain accurate con guration information

Establish and maintain an accurate and complete CMS

Support e cient and e ective service management processes by providing accurate con rmation information

Work with Change Management to ensure only authorized components are used and only authorized changes are made

Identify, control, record, report, audit and verify services and other CIs



Page 223




Slide 40

Service Asset And Con guration Management - Scope

Includes the complete lifecycle of every CI:

Management and planning

for SACM

Con guration identi cation

Con guration control

Status accounting

and reporting

Veri cation and audit

Ensures CIs are identi ed, baselined, maintained and that changes to them are controlled



Page 224




Slide 41

Vocabulary

any resource or capability that could contribute to the delivery of a service

Con guration Item

Con guration Management Database

Con guration Management System

Service Knowledge Management System

De nitive Media Library

a service asset that needs to be managed in order to delivery an IT service

one or more databases used to store con guration records throughout their lifecycle

a set of tools, data and information used to support SACM

a set of tools and databases used to manage knowledge, information and data

one or more locations in which the de nitive and authorized version of all software CIs are securely stored

Service Asset



Page 225




Slide

1 2 3654

42

Con guration Management System

SKMS

CMS

The CMS is part of the

SKMS

Con guration records are

stored in CMDBs in the

CMS

Some CIs (such as SLAs or release plans) are in the

SKMS

Other CIs (such as users and servers)

are outside the SKMS

Each con guration record points to

and describes a CI



Page 226




Slide 43

De nitive Media Library

Physical CIs

DML CMS

CMDB

Build New Release

Electronic CIs

Test New Release

Deploy New Release

Information About CIs



Page 227




Slide

Purpose Objectives Scope DIKW Structure


44

ITIL®



Page 228

Knowledge Management - Purpose

Just a few examples of how knowledge can be re-used to improve decisions

• A way of solving an incident has been recorded in the SKMS and is used by another to resolve the incident faster

• A Marketing manager has posted an article on the intranet on new compliance regulations, this triggers the security manager to prepare for new legislation sooner




Slide 45

Knowledge Management - Purpose

Share perspectives, ideas, experience and information to ensure that these are available in the right place at the right time to enable informed decisions

and to improve e ciency by reducing the need to rediscover knowledge

KNOWLEDGE



Page 229




Slide 46

Knowledge Management - Objectives

Ensure sta have a clear and common understanding of the value their services provide to customers

Maintain an SKMS that provides controlled access to knowledge, information and data

Gather, analyze, store, share, use and maintain knowledge, information and data

Improve quality of management decision making by ensuring availability of reliable and secure knowledge, information and data

Increase satisfaction and reduce need to rediscover knowledge



Page 230




Slide 47

Knowledge Management - Scope

Full lifecycle process that is relevant to all lifecycle stages and

underpins many ITIL® processes

Includes oversight of the management of knowledge

and the information and data from which that knowledge is drawn

Especially relevant to Service Transition as

appropriate knowledge is one of

the key service elements being

transitioned



Page 231

Data-to-information-to-knowledge-to-wisdom Structure

Knowledge is at the end of an evolutionary process

• Data can be collected e.g. from events by monitoring and from discovery tool, however raw data is not user friendly without proper interpretation.

• Information combines data with judgment and other references and gives data context.

• Knowledge is structured and retrievable information that provides guidance on follow up actions

• Wisdom is all about using knowledge to make the right kind of decisions. With wisdom you can get a horse to water but you cannot make it drink. Experience and sound judgement are not a guarantee for wise choices




Slide 48

Data-to-information-to-knowledge-to-wisdom Structure

WISDOM

INFORMATION

CONTEXT

UNDERSTANDING

DATA

Who, what, when, where?

How?

Why?

KNOWLEDGE



Page 232




Slide 49

Relationship of the CMDB, CMS and SKMS

SERVICE KNOWLEDGE MANAGEMENT SYSTEM

CONFIGURATION MANAGEMENT SYSTEM

CONFIGURATION MANAGEMENT

DATABASES

Support for decisions

Support for delivery of services



Page 233




Slide


Challenge

50

ITIL®



Page 234




Slide

The objective of __________ is to share perspectives, ideas, experience and information to ensure these are available at the right place and time to enable informed decisions Answer A. Service Transition B. Release and Deployment Management C. Change Management D. Knowledge Management

Correct Answer: D

51



Page 235




Slide

A ____________ is a pre-authorized change that is low risk, relatively common and follows a procedure or work instruction Answer A. Unique Change B. Standard Change C. Change Model D. Emergency CAB

Correct Answer: B

52



Page 236




Slide

Which lifecycle stage ensures that new, modi ed or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle? Answer A. Service Transition B. Service Operation C. Service Level Management D. Change Management

Correct Answer: A

53



Page 237




Slide

Which Service Transition process provides overall planning for service transitions and coordinates the resources they require? Answer A. Change Management B. Transition Planning and Support C. Technical Management D. Release and Deployment Management

Correct Answer: B

54



Page 238




Slide

Which body is charged with considering and recommending the adoption or rejection of emergency changes? Answer A. Release and Deployment Management B. Change Advisory Board C. Emergency Change Advisory Board D. Transition Planning and Support

Correct Answer: C

55



Page 239




Slide

Which level in the Knowledge Management concept of DIKW CANNOT be automated? Answer A. Data B. Information C. Wisdom D. Knowledge

Correct Answer: C

56



Page 240




Slide

Which of the following are processes within Service Transition? 1. Change Management 2. Knowledge Management and Release and

Deployment Management 3. Transition Planning and Support, Incident

Management and Service Asset and Con guration Management


Correct Answer: C

57



Page 241




Slide

What is the correct order for the activities in the process ow for a normal change Answer A. Create and record RFC, Review RFC, Assess and

evaluate change, Authorize change build and test, Coordinate change build and test, Authorize change deployment, Coordinate change deployment, Review and close change record

B. Create and record RFC, Assess and evaluate change, Authorize change build and test, Coordinate change build and test, Review RFC, Review and close change record

C. Create and record RFC, Review RFC, Authorize change build and test, Authorize change deployment, Assess and evaluate change, Review and close change record

D. None of the above Correct Answer: A

58



Page 242




Slide

Change Proposals are normally initiated through which process: Answer A. The business case B. Problem Management C. Service Level Management D. Service Portfolio Management

Correct Answer: D

59



Page 243




Slide

What is the major input in the Service Transition lifecycle stage?

Answer A. New or changed services ready to move

into production B. Vision, Mission and Goals C. Knowledge Management D. The Service Design Package

Correct Answer: D

60



Page 244




Slide

Which of the following is NOT an objective of Release and Deployment Management? Answer A. Ensure skills and knowledge are transferred to

service operation functions to enable e ectively delivery , support and maintenance of warranties and service levels

B. Create and test release packages C. Determine the root cause of one or

more incidents D. Ensure integrity of a release package and its

constituent components

Correct Answer: C

61



Page 245




Slide


Service Transition

62

ITIL®



Page 246


Page 247




5 Service Operation

Module

Slide


1

ITIL®

Service Operation



Page 248


Page 249


5 Service Operation

Module

Slide




= Function


Demand Management




Management


Supplier Management


Design Coordination


Capacity Management



Support

Change Management



Event Management

Incident Management

Request Ful lment

Access Management


Problem Management




Testing

Change Evaluation


IT Services

Service Desk





2



Page 250


5 Service Operation

Module

Slide


Service Operation – Main purpose

Day to day operation

HHooww can a Service Provider maintain customer satisfaction?

Coordinate and carry out the activities and processes required to deliver and manage services at agreed levels to business users and customers

HHooww can a Service Provider ensure stability of service provision?

HHooww can a Service Provider minimize the impact of service outages?

3



Page 251


5 Service Operation

Module

Slide


Service Operation - Objectives

Maintain business satisfaction and con dence in IT

Ensure e ective and e cient delivery and support of agreed IT

services

4

Minimize impact of service outages on

day-to-day business activities

Ensure that access to agreed IT services is provided to those

authorized to receive those services



Page 252


5 Service Operation

Module

Slide


Service Operation – Value to Business

Reduce unplanned labor and costs for both the business and IT

5

Reduce the duration and frequency of service outages

Provide operational results and data used to de ne improvement opportunities and provide justi cation for investment in ongoing improvement activities

Meet the goals and objects of the organization's security policy

Provide quick and e ective access to standard services

Provide a basis for automated operations



Page 253


5 Service Operation

Module

Slide


Service Operation Terminology

6

Detectable occurrence in the IT Infrastructure?

A threshold has been exceeded

Deals with restoring that which is not working correctly

Deals with getting something

done for the user

End user wants IT to do something for them IT Sta detect failure

Break x is needed YES

No

Break x needed? EVENT

ALERT INCIDENT SERVICE REQUEST



Page 254


5 Service Operation

Module

Slide


Service Operation Terminology

7

Incidents

Re-occurring incidents

The underlying root cause of one or more incidents

A problem with a root cause and a workaround

A database containing all known error records

A temporary method for reducing or eliminating

the impact of an incident or problem

Problem Known Error = Root Cause + Workaround

Work Around Known Error

Database

Incident Management

Problem Management



Page 255


5 Service Operation

Module

Slide


E ective communication considers: Intended purpose Clear audience Audience actively involved in determining need, use and format Ongoing communication review

Typical types of communication: Routine operational communication Communication between shifts Performance reporting Communication in projects Communication related to changes exceptions or emergencies Training on new or customized processes Communication of strategy, design and transition to service operations teams

8

As part of the overall business, Service Operation is responsible for delivering services e ciently and as agreed and for maintaining customer satisfaction E ective communication is a vital component that enables these objectives

Communication in Service Operation



Page 256


5 Service Operation

Module

Slide


Event Management

9


ITIL®



Page 257


5 Service Operation

Module

Slide


Event Management - Purpose

10

1. Detect Events

2. Make Sense of Events

3. Determine appropriate

control action

Manage events throughout their lifecycle



Page 258


5 Service Operation

Module

Slide


Event Management - Objectives

Detect signi cant changes of state

Determine appropriate control actions

Provide the entry point for other processes and

activities

Provide means to compare actual performance against design standards and SLAs

Provide basis for service assurance, reporting and

improvement

11



Page 259


5 Service Operation

Module

Slide


Event Management - Scope

12

Event Management can be applied to any aspect of service management that needs to be controlled and can be automated:

Con guration Items (CI) Environmental conditions Software license monitoring Security (e.g. intrusion detection) Normal activity



Page 260


5 Service Operation

Module

Slide


Incident Management

13

Purpose Objectives Scope Concepts Activities Interfaces

ITIL®



Page 261


5 Service Operation

Module

Slide


Incident Management - Purpose

14

The purpose of Incident Management is to restore normal service operation as quickly as possible to minimize the adverse impact on business operations

“Normal service operation” is de ned as a state where services and Cis are performing within their agreed service and operational levels



Page 262


5 Service Operation

Module

Slide


Incident Management - Objectives

Increase visibility and communication of

incidents

Enhance business perception of IT by

quickly resolving and communicating incidents

when they occur

Align incident management activities

and priorities with those of the business

15

Maintain user satisfaction

Ensure standardized methods are used for e cient and prompt

management of incidents



Page 263


5 Service Operation

Module

Slide


Incident Management - Scope

16

Any event that disrupts or could disrupt a service

Communicated by a user

Reported by technical sta

Triggers for INCIDENT

MANAGEMENT



Page 264


5 Service Operation

Module

Slide


Incident Management – Basic Concepts

17

Overall incident response and resolution targets captured within SLA, OLA or contracts

Use a separate procedure with shorter timescales and greater urgency for major incidents

Incidents should be tracked throughout their lifecycle to support proper handling and reporting

Timescales Major Incidents Status Tracking



Page 265


5 Service Operation

Module

Slide


Incident Models

18

Many incidents involve dealing with something that has happened before and may happen again Many organizations develop prede ned ‘standard’ incident models Automate where possible using incident support tools Store models in the SKMS Incident models include:

Steps to be taken Chronological order of steps Roles and responsibilities Timescales and thresholds Escalation procedures Evidence-preservation activities



Page 266


5 Service Operation

Module

Slide


Incident Management Process Flow

19

Event management Web interface Phone call Email

Incident identi cation

Is this really an incident?

Incident logging

Incident categorization

Incident prioritization

Major incident?

Initial diagnosis

Escalation

Investigation and diagnosis

Resolution identi ed?

Resolution and recovery

Incident closure

End

Functional escalation?

Major incident procedure

Hierarchic escalation?

Management escalation

Functional escalation

No

No

No

Yes

Yes

Yes Yes

Yes No No

To request ful llment (if this is a service

request) or service portfolio management

(if this is a change proposal) Yes



Page 267


5 Service Operation

Module

Slide


Incident Management Activities

20

Key components should be monitored to detect failures as early as possible

ReviewingAgreeing

MonitoringReporting

Categorization

All incidents logged and date /time stamped, regardless of origin

Multi-level categorization supported by most incident management tools

Logging Identi cation



Page 268


5 Service Operation

Module

Slide


Prioritization


21

Agree and apply appropriate prioritization code to determine how incident is to be handled

Agreeing

Urgency

Priority = Impact + Urgency

Impact

High Medium Low

High

Medium

Low

1 2 3

2 3 4

3 4 5



Page 269


5 Service Operation

Module

Slide


Investigation and Diagnosis Escalation Initial Diagnosis


22

Carry out initial diagnosis to discover full symptoms, determine what has gone wrong, and how to correct it

ReviewingAgreeing

Reporting

Escalation Functional escalation: deeper technical knowledge Hierarchic escalation: managerial noti cation

Deeper level of investigation



Page 270


5 Service Operation

Module

Slide


Resolution and Recovery


23

Undertake actions to recover and resolve incident

ReviewingAgreeing

MonitoringReporting

Con rm nal closure categorization Conduct user satisfaction survey Complete incident documentation Determine (with problem management) if a problem should be raised Formal incident closure

Incident Closure



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Module

Slide


Incident Management Interfaces

24



Capacity Management


Service Asset and Con guration Management

Change Management

Problem Management

Access Management



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Module

Slide


Request Ful llment

25


ITIL®



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5 Service Operation

Module

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Request Ful llment - Purpose

A service request is a formal request from a user for something to be provided Request for information or advice Request for password reset Request to install a workstation for a new user

26

Process responsible for managing the lifecycle of all service requests from users



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Module

Slide


Request Ful llment - Objectives

Maintain customer satisfaction by e cient and

professional handling of service requests

Provide channel for users to request and

receive standard services

Provide information about availability of

services

Source and deliver components of

standard services

Assist with general information,

complaints or comments

27



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Module

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Request Ful llment - Scope

The process needed to ful ll a request will vary based on what is being requested

28

Request Ful llment may be handled through the Incident Management process

Each organization must decide and document which service requests will be handled through the Request Ful llment process and which will go through other processes such as Business Relationship Management



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Access Management

29


ITIL®



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Access Management - Purpose

Activities are guided by polices and controls de ned in the information security policy Responsible for monitoring the use of services Maintains history of who has accessed or tried to access services Carries out procedures for communicating security events Responsible for removing access when it is no longer required

30

Access Management provides the right for users to be able to use a service or a group of services



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Module

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Access Management - Objectives

31

Manage access to services based on policies and actions de ned in Information Security Management

Respond to requests for granting, changing, and removing access rights

Oversee access to services and ensure rights being provided are not improperly used



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Access Management - Scope

Executes polices set forth in information security management

32

Enables the organization to manage the con dentiality, availability and integrity of data and intellectual property

Ensures users are given the right to use a service, but does not ensure that this access is available at agreed times

Usually initiated through a single point of coordination - the service desk or IT operations

May be initiated by a service request



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33



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Problem Management Purpose Objectives Scope Concepts Activities Interfaces

34

ITIL®



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5 Service Operation

Module

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Problem Management - Purpose

A problem is the underlying cause of one or more incidents

35

Problem Management seeks to minimize the adverse impact of incidents and problems on the business by identifying the underlying

root cause and initiating actions to implement a permanent x

Fire Fighting

Management

Fire Prevention

Management



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Module

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Problem Management - Objectives

Prevent problems and resulting incidents from happening

Eliminate recurring incidents

Minimize the impact of incidents that

cannot be prevented

36



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Problem Management - Scope

Activities to diagnose the root cause of incidents and determine resolution

37

Ensuring that resolution is implemented with appropriate control procedures

Maintain information about problems, workarounds and resolutions



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Problem Management is Both Reactive and Proactive

38

The di erence between reactive and proactive Problem Management lies in how the problem was triggered

Reactive Problem Management is concerned with solving problems in response to one or more incidents Conducted within scope of service operation

Proactive Problem Management is concerned with identifying and solving problems and known errors before further incidents can occur Conducted as part of continual service improvement



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Problem Management – Basic Concepts and Policies

Problems should be tracked separately from incidents

39

All problems should be stored in a single management system

All problems should use a standard classi cation schema



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Problem Models

40

Many problems are unique – but some incidents may reoccur dormant underlying problems

Using problem models ensures quicker diagnosis Store problem models in the SKMS Problem models include:

Steps to be taken Chronological order of steps Roles and responsibilities Timescales and thresholds Escalation procedures Evidence-preservation activities



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Module

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Problem Management Activity Flow

41

Service desk

No

Event mgmt. Incident mgmt. Proactive problem mgmt.

Supplier or contractor

Problem detection

Problem logging

Problem categorization

Problem prioritization

Problem investigation and diagnosis

Workaround needed?

Change needed?

Known error record (if required)

Problem resolution

Resolved?

Problem closure

Major problem?

End

Major problem review

Service knowledge mgmt. system


RFC Change

management

Incident management

Implement workaround

CMS

Known error

database

Yes

Yes

No



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5 Service Operation

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Detection

Problem Management Activities

42

Problem detection may be reactive or proactive

Negotiating

All relevant details of the problem must be recorded

Problems should be categorized and prioritized in the same way and use the same coding system as Incidents

Priority = Impact + Urgency

Logging Categorization Prioritization



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Problem Management Activities

43

Attempt to diagnose root cause Speed and nature of investigation depends on impact, severity and urgency of the problem

Known error records should be raised as soon as it becomes useful to do so

Use controlling processes like Change Management and Release and Deployment management to implement resolution

Ensure all documentation is complete and close problem

Investigation and Diagnosis

Workarounds and known

errors

Problem resolution Problem closure



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Module

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Major Problem Review

What was done correctly

44

Conduct a review after each major problem to determine:

What was done wrong

What could be done better in the future

How to prevent recurrence

Whether follow-up actions are needed



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5 Service Operation

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Problem Management Interfaces

45

Financial Management for IT Services Capacity Management Availability Management IT Service Continuity Management Service Level Management Change Management Service Asset and Con guration Management Release and Deployment Management



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Functions Service Desk Technical Management Application Management IT Operations Management

46

ITIL®



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5 Service Operation

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Functions

47

A team or group of people and the tools or other resources they use to carry out one or more processes or activities

Service Desk Technical Management



Mainframe

Server

Network

Storage

Database

Directory Service

Desktop

Middleware

Internet/ Web

IT Operations Controls

Console Management Job Scheduling

Backup & Restore Print & Output

Facilities Management

Data Centers Recovery Sites Consolidation

Contracts

Financial Applications

HR Applications

Business Applications



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5 Service Operation

Module

Slide


Service Desk - Roles and Objectives

Logs incidents and service requests Provides rst-line investigation and diagnosis Resolves incidents whenever possible Escalates incidents that cannot be resolved within agreed timeframe Closes all resolved incidents Conducts user satisfaction surveys Communication with user Updates CMS under the direction of SACM

48

Single point of contact between the customer and IT



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Module

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Service Desk Organizational Structures

Often ine cient and expensive to operate May be valid reasons for maintaining Language or culture Di erent time zones Specialized groups of users Critical status of users

49

Local Service Desk Service desk co-located within or physically close to the user community



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More e cient and cost-e ective Fewer sta deal with higher volume of calls Leads to higher skill levels May be necessary to maintain local presence to handle physical support

50

Centralized Service Desk Service desk sta merged into a single location



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Sta located in any number of physical locations Option for working from home Safeguards needed to ensure consistency and uniformity of service quality

51

Virtual Service Desk Technology gives impression of single, centralized service desk

Service Desk

Paris Service Desk

San Francisco Service Desk

Beijing Service Desk

London Service Desk

Service Knowledge

Management System

Rio de Janeiro Service Desk

Sydney Service Desk



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Module

Slide



No desk works more than a single shift Requires common processes, tools, shared databases Well controlled escalation and handover processes are essential

52

Follow the Sun Two or more geographically dispersed services desks provide 24-hour service



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Allows faster resolution of incidents through greater familiarity and specialist training Should be considered for a small number of key services where call rates justify need for specialist group

53

Specialized Service Desk Groups Incidents related to a particular IT service routed directly to specialist groups



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5 Service Operation

Module

Slide


Technical Management Function – Role and Objectives

Plan, implement, and maintain a stable technical infrastructure to support the organization’s business processes by:

Well designed, highly resilient and cost-e ective technical topology Use of adequate technical skills to maintain the technical infrastructure in optimum condition Use of technical skills to diagnose and resolve technical failures that occur

54

Custodian of technical knowledge and expertise related to managing the IT infrastructure



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5 Service Operation

Module

Slide


Application Management Function – Role and Objectives

Support the organization’s business processes by identifying functional and manageability requirements for application software, assist in the design and deployment of applications and provide ongoing support for those applications:

Applications that are well designed, resilient and cost-e ective Ensuring that required functionality is available to achieve business outcomes Provide adequate skills to maintain operational applications in optimal condition and respond to application incidents and problems

55

Custodian of technical knowledge and expertise related to managing applications



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5 Service Operation

Module

Slide


Application Development compared to Application Management Function

56

AApppplliiccaattiioonn DDeevveellooppmmeenntt AApppplliiccaattiioonn MMaannaaggeemmeenntt FFuunnccttiioonn

One-time set of activities to design and construct application solutions

Ongoing set of activities to manage applications throughout their lifecycle

Performed mostly for applications developed in house

Performed for all applications whether developed in house or purchased

Utility focus Both utility and warranty focus

Most work done in projects Most work done as part of repeatable, ongoing processes

Sta typically rewarded for creativity Sta typically rewarded for consistency

Development costs easy to quantify Ongoing maintenance costs often mixed with other costs

Sta focused on software development lifecycles Sta typically focused on only one or two stages: operation and improvement



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5 Service Operation

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Slide


IT Operations Management Function – Role and Objectives

Maintain stability of the organization’s day to day processes and activities Identify improvements to achieve reduced costs while maintaining quality Apply operational skills to diagnose and resolve any IT operation failures

57

Execute the ongoing activities and procedures required to deliver and support IT services at the agreed levels

IT Operations Control

Console Management Job Scheduling

Backup and Restore Print and Output

Facilities Management

Data Centers Recovery Sites Consolidations

Contracts



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5 Service Operation

Module

Slide



58

ITIL®



Page 306


5 Service Operation

Module

Slide


The objective of __________ is to detect events, analyze them and determine management action Answer A. Service Operation B. Incident Management C. Event Management D. Service Catalog

Correct Answer: C

59



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5 Service Operation

Module

Slide


A ____________ is an unplanned interruption to an IT service, while a (an) ___________ is a random occurrence that is important to management Answer A. Technical fault, management fault B. Incident, event C. Quantitative issue, qualitative issue D. Event, incident

Correct Answer: B

60



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5 Service Operation

Module

Slide


A known error includes which two components? Answer A. An identi ed root cause and a workaround B. A problem and a resolution C. A workaround and an incident record D. An incident and a problem

Correct Answer: A

61



Page 309


5 Service Operation

Module

Slide


In which lifecycle stage does the customer see value being created? Answer A. Service Transition B. Service Operation C. Technical Management D. Service Strategy

Correct Answer: B

62



Page 310


5 Service Operation

Module

Slide


Which of the following is NOT a service desk organizational structure? Answer A. Multi-level B. Follow the sun C. Local D. Virtual

Correct Answer: A

63



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5 Service Operation

Module

Slide


Which Service Operation process’ purpose is to provide the right for users to use a service or group of services? Answer A. Event Management B. Service Level Management C. Access Management D. Incident Management

Correct Answer: C

64



Page 312


5 Service Operation

Module

Slide


Which of the following provide value to the business from Service Operation? 1. Enabling the service provider to have a

clear understanding of what levels of service will make their customer's successful

2. Controlling the introduction of new or changed services into the operating environment

3. Reduction in the duration and frequency of service outages

Answer A. All of the above B. 1 and 3 C. 3 only D. 2 only

Correct Answer: C

65



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5 Service Operation

Module

Slide


What are the sub functions within IT Operations Management? 1. Network Operations Center 2. Facilities Management 3. IT Operations Control 4. Backup and Recovery Answer A. 2 and 3 B. 1 only C. 1 and 4 D. None of the above

Correct Answer: A

66



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5 Service Operation

Module

Slide


An incident occurs when: Answer A. A portion of a network has failed, however it is

not noticeable to users because of built in redundancy

B. An employee calls the service desk to report the system for entering time is very slow

C. A customer representative can’t access a needed application

D. All of these are correct

Correct Answer: D

67



Page 315


5 Service Operation

Module

Slide


Initial diagnosis, escalation and investigation and diagnosis are activities in which process? Answer A. Event Management B. Problem Management C. Access Management D. Incident Management

Correct Answer: D

68



Page 316


5 Service Operation

Module

Slide


A team of DBAs is troubleshooting an outage on the main nance database. The outage was reported by a branch o ce that was unable to access the data. The investigation of the underlying cause of the outage is known by what term? Answer A. Incident Management B. Problem Management C. Incident Reporting D. Outage Management

Correct Answer: B

69



Page 317


5 Service Operation

Module

Slide


Service Operation Thanks for your attention

70

ITIL®



Page 318


Page 319




6 Continual Service Improvement


Slide


ITIL®

1



Page 320


Page 321




Slide

Purpose Objectives Scope Value to the Business The CSI Register


ITIL®

2



Page 322




Slide



= Function


3


Demand Management




Management


Supplier Management


Design Coordination


Capacity Management



Support

Change Management



Event Management

Incident Management

Request Ful lment

Access Management


Problem Management




Testing

Change Evaluation


IT Services

Service Desk






Page 323




Slide

Blockbuster les for Bankruptcy After Online Rivals Gain

Blockbuster Inc., the world’s biggest movie-rental company, led for bankruptcy after failing to adapt its storefront model to online technology pioneered by rivals such as Net ix Inc.

Sales at Dallas-based Blockbuster, with about 3,000 stores in the U.S., shrank in recent years while Net ix grew by renting movies online and through the mail, and Coinstar Inc. put Redbox DVD vending machines in supermarkets and drugstores.

-

4



Page 324




Slide

Why is CSI Important?

Product life-cycles are getting shorter, technological innovation is speeding up, customers are becoming more demanding and less loyal. This forces Service Providers to re-think how they provide value to customers.

In this environment, waiting for something to break before xing it invites risk. If the Service Provider does not become pro-active, there are other Service Providers eager to serve your customer who do not have a legacy of “that’s the way we have always done it”. It is a strategic decision for Service Providers to develop strategic assets that will increase capability for self improvement, or face the risk of becoming obsolete.

““IIff iitt aaiinn’’tt bbrrookkee,, ddoonn’’tt xx iitt”” - American saying

““IIff iitt aaiinn’’tt bbrrookkee,, iimmpprroovvee iitt””

5



Page 325

Continual Service Improvement – Main Purpose

The voice of the customer and Prioritization of Improvements

• If you work in IT for any amount of time you will find wildly different ideas on which improvements must be prioritized. Department generally consider their own issues to be more important than that of others. This often results in “them” and “us” conflicts amongst these departments

• Though capable people often have excellent instincts on what must be prioritized, without proper base lining and quantification of the improvement benefits, decision making is open to discussion and can lead to resistance to change.

• By including the voice of the customer in improvement prioritization and by measuring improvement you move to a customer aligned “fact” based organization instead of a “hunches” and “opinions” based organization.

• Often assessing your current reporting capability base line and Improving that first will enable you to effectively execute CSI




Slide

?

Continual Service Improvement – Main Purpose

How does the service provider know what to improve?

The purpose of Continual Service Improvement is to align and realign IT services to the changing business needs by identifying and implementing improvements to the IT services that support the business processes

How can a Service Provider ensure the services they provide support changing business needs?

HHooww can a Service Provider prioritize improvement opportunities?

How can a Service Provider measure and analyze service level achievements ?

?

6



Page 326




Slide

Prioritizing CSI Improvements

Voice of the customer

WE NEED A BETTER OVEN!!

7

NO! WE NEED SHARPER KNIVES!!

Could I have a glass of water, please?



Page 327

Why is Measurement Important?

You can not measure what you can not define

• Important to know what the customer exactly considers is not user friendly but more important is to know exactly what the customer defines is customer friendly?” If you do not spend time making this specific you might end up measuring the wrong thing, and thinking you are improving while actually you are getting worse e.g. measuring Incident resolution time without measuring the effect on User Satisfaction.

You can not control what you can not measure

• You might have a state of the art reporting tool, but has it been set up to be able to measure this?

You can not manage what you can not control

• How can you intervene if you do not have the means to do so?




Slide

Why is Measurement Important?

You can not manage what you can not control

You can not control what you can not mmeeaassuurree

You can not mmeeaassuurree what you can not ddee nnee

8



Page 328




Slide



= Function


Demand Management




Management


Supplier Management

Service Catalogue

Management

Design Coordination


Capacity Management



Support

Change Management



Event Management

Incident Management

Request Ful lment

Access Management


Problem Management




Testing

Change Evaluation

Strategy Management for IT Services

Service Desk




All processes, lifecycle phases, functions, people, etc. are measurable, therefore, all Service Lifecycle phases provide valuable inputs for CSI

CSI Spans the Entire Service Lifecycle

After determining what is valuable to the customer, one of the initial steps when implementing is to develop reporting capabilities that can capture the data required to track improvement

9



Page 329




Slide

The overall health of ITSM as a discipline The maturity and capability of the organization, management, processes and people used by the services Continual improvement of all aspects of the IT service and service assets that support them The continual alignment of the service portfolio with the current and future business needs

Continual Service Improvement - Scope

10



Page 330




Slide

Make recommendations for improvements in all lifecycle phases Review and analyze SLA results Identify and implement activities to improved IT services and processes Improve cost e ectiveness without sacri cing customer satisfaction Choose and employ quality management methods to maintain quality levels Ensure processes have clearly de ned objectives and that progress toward achievement can be measured

Continual Service Improvement - Objectives

11



Page 331




Slide

CSI - Value to Business

Leads to a gradual and continued improvement in service quality, where justi ed Ensure IT services remain continually aligned with business requirements Results in a gradual improvement in cost e ectiveness through reduction in cost or increase in capability to handle more work at the same cost Use monitoring and reporting to identify opportunities for improvement in all lifecycle stages and processes Identify opportunities for improvement in organizational structures, resourcing capabilities, partners, technology, sta skills and training, and communications

12



Page 332




Slide

A CSI Register is established to track potential improvement opportunities and categorize and prioritize them appropriately

A database or structured document used to record and manage improvement opportunities throughout their lifecycle Part of the Service Knowledge Management System Introduces structure and viability to CSI by ensuring all initiatives are captured, recorded and bene ts realized Provides coordinated, consistent view of numerous improvement opportunities Developed and maintained by the CSI Manager

The CSI Register

13

Priority KPI metric Justi cation 2 % reduction in SLA breaches Avoid negative e ect on business operations

1 % reduction failed changes Quality of delivery too low. Disruption to Operations is unacceptable



Page 333




Slide

Models in CSI The Deming Cycle The CSI Approach

The 7-step Improvement Process


ITIL®

14



Page 334




Slide

The Plan-Do-Check-Act cycle is a four phase cycle for implementing CSI improvements. Repetition of the PDCA cycle results in incremental improvements that enable increased ITSM maturity

The Deming Cycle (PDCA)

15

Continual Improvement

How will you improve further?

Plan for improvements

What to do?

How to do it?

Implement initiatives

Do what was planned

Monitor, measure and review

Did you achieve what you set out to achieve?

ACT PLAN

DO CHECK



Page 335

The Plan-Do-check-Act Cycle in Context

Example:

• Plan: Identify an improvement opportunity and plan a change

• Do: Test the change

• Check: Review the test results and record results and learning

• Act: Based on what you have learned, repeat the cycle again with a revised plan if the result was not satisfactory. If you did have a successful result re-use what you learned in other improvements, by beginning a new PDCA cycle




Slide

There is no nish line!

The Plan-Do-check-Act Cycle in Context

16

Standard

Standard

Consolidation Through Standardization

Continuous Improvement

ACT PLAN

DO CHECK

ACT PLAN

DO CHECK

TIME

QU

ALIT

Y IM

PRO

VEM

ENT

= Project

= Audit

= Project Plan

DO

CHECK

PLAN

= New Actions ACT

Business IT Alignment

Consolidation of the level reached

i.e. baseline

E ective Quality Improvement



Page 336




Slide

The CSI Approach

The CSI approach is a structured approach for implementing Service Management and any other CSI improvements

17

How do we keep the momentum going?

What is the vision?

Where are we now?

Where do we want to be?

How do we get there?

How do we get there?

Business vision, mission, goals and objectives

Baseline assessments

Measurable targets

Service & process improvement

Measurements & metrics



Page 337




Slide

The 7-step Improvement Process

The propose of the 7-Step Improvement process is to de ne and manage the steps needed to identify, de ne, gather, process, analyze, present and implement improvements

18

ACT PLAN

DO CHECK

WISDOM

KNOWLEDGE

DATA

INFORMATION

2. De ne what you will measure

1. Identify the strategy for improvement

3. Gather the data

4. Process the data 5. Analyse the information and data

7. Implement improvement

6. Present and use the information



Page 338




Slide

7-step Improvement Process - Objectives

19

Identify opportunities for improvement

Identify actions to establish improvement

Understand what and why to measure

Reduce cost and ensure alignment with required business outcomes



Page 339




Slide

Analysis of performance and capabilities

7-step Improvement Process - Scope

20

Continual alignment of the portfolio of IT services with business needs

Best use of technology Organizational structure, personnel, functions, roles, skills



Page 340




Slide

Metrics and Measures

ITIL®

21



Page 341




Slide

The trail from vision to measurement and all the way back ensures that measurements can be directly tied back to strategic value, enable dashboards and greatly facilitate benchmarking

CSI Measurement System

CCrriittiiccaall SSuucccceessss Factors (CSF) are something that must happen for an IT service, process, plan, project or other activity to succeed

Critical Success Factors (CSF)

22

Key Perform Indicators (KPI) are key metrics used to measure the achievement of CFS

Key Perform Indicators (KPI)

A baseline is a snapshot taken at a point in time and used for later comparison

Baseline

Vision

Mission

Goals

Objects

CSF

KPI

Metrics

Measurements



Page 342

Types of Metrics

Service Metrics – indicate the result of an end-to-end service

E.g. End to end Service Availability over any given time

Technology Metrics – component and application based

E.g. Performance of individual components needed to provide a Service. E.g. Bandwidth utilization of network links

Process Metrics – CFS’s and KPI’s that indicate the health of a process

E.g. Level of process compliance, throughput and performance of the process




Slide

Types of Metrics

23

Indicate the result of an end-to-end service

Service Metrics

Component and application based

Technology Metrics

CFS’s and KPI’s that indicate the health of a process

Process Metrics



Page 343




Slide

Service Automation

Technology and Architecture

ITIL®

24



Page 344




Slide

Improvements in design and engineering of activities, tasks and interfaces can sometimes compensate for limitations of people Improvements in knowledge and skills can partly make up for poorly designed processes, applications and infrastructures Automation of routine processes can reduce variation Productivity tools can increase e cient use of human resources Analytical modeling and simulation tools are useful in analyzing the impact of strategies, tactics and operations

Technology Considerations

25



Page 345




Slide

Automation of service processes:

Improves quality of service Reduces costs Reduces risk by reducing complexity and uncertainty E ciently resolving trade-o s

Automation may bene t:

Design and modeling Service catalog Pattern recognition and analysis Classi cation, prioritization and routing Detection and monitoring Optimization

Service Automation

26

1. Don’t implement a tool if you do not know your own process well 2. Simplify your process before automating it

Best Practice:



Page 346




Slide

Competence and skills Training

Competence And Training

ITIL®

27



Page 347




Slide

Successful ITSM depends on People involved in service management having the appropriate education, training, skills and experience.

ITSM Competence, Skills and Motivation

Competence and skills frameworks

The Skills Framework for the Information Age (SFIA)

Standardizing job titles, functions, roles and responsibilities can simplify service management and human resource management

Is an example of a common reference model for the identi cation of the skills needed to develop e ective IT services, information systems and technology

28



Page 348

ITIL® Certification Scheme

From Foundation, there are two different streams from which to choose:

The ITIL® Intermediate Lifecycle Stream —consisting of five modules, each with a separate exam—focuses on one of the five core books. This lifecycle stream is meant for generic managers and those who want a more thorough understanding of a specific stage in the lifecycle. These modules are worth three credits each and are:

• Service Strategy• Service Design• Service Transition

• Service Operation• Continual Service Improvement

The ITIL® Intermediate Capability Stream —consisting of four modules, each with a separate exam—focuses on a group of closely related processes. This stream is meant for those who require more practical experience in implementing or running and managing these processes. The modules are worth four credits each, and the available modules are:

• Operational Support and Analysis• Release Control and Validation

• Service Offerings and Agreements• Planning Protection and Optimization

The Managing Across the Lifecycle course integrates all knowledge on ITIL® acquired in either the lifecycle courses or the capability modules. This is also concluded by an exam which is worth five credits. These credits are required within the 22 credits to acquire the ITIL® Expert.

After reaching the ITIL® Expert, professionals can work towards the ITIL® Master qualification.

This level of the qualification will assess an individual’s ability to apply and analyze the ITIL® concepts in new areas.




Slide

ITIL® Certi cation Scheme

Under the ITIL® Certi cation Program, di erent levels of certi cation are available

29

SS SD ST SO CSI OSA RCV SOA PPO

ITIL® Master Level MASTER LEVEL

INTERMEDIATE LEVEL

No Exam

ITIL® Expert

Managing Across the Lifecycle

Lifecycle Stream Capability Stream

ITIL® Foundation in IT Service Management



Page 349




Slide

Other Best Practice Training

Lean IT Is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.

COBIT® 5 COBIT® 5 helps enterprises create optimal value from IT by maintaining a balance between realizing bene ts and optimizing risk levels and resource use.

ISO/IEC 20000 – International standard for service management Sourcing Governance Framework PRINCE2® – Project management methodology

30



Page 350




Slide


Challenge

ITIL®

31



Page 351




Slide

In the CSI Approach, “Where do we want to be?” corresponds to which activity? Answer A. Baseline measurement B. Service improvement C. Setting measureable targets D. Process improvements

Correct Answer: C

32



Page 352




Slide

True or False? The CSI Approach steps in sequence are: 1. What is the vision? 2. Where are we now? 3. How do we get there? 4. Where do we want to be? 5. Did we get there? 6. How do we keep the momentum going? Answer A. True B. False

Correct Answer: B

33



Page 353




Slide

Which stage of the Service Lifecycle is MOST concerned with learning and improvement as its objectives? Answer A. Service Design B. Service Transition C. Continual Service Improvement D. Service Management

Correct Answer: C

34



Page 354




Slide

Looking for ways to improve process e ciency and cost e ectiveness is the purpose of which stage of the Service Lifecycle? Answer A. Service Design B. Continual Service Improvement C. Service Operation D. Service Transitions

Correct Answer: B

35



Page 355




Slide

Match the following activities with the Deming Cycle stages: 1. Monitor, Measure and Review 2. Continual Improvement 3. Implement Initiatives 4. Plan for improvement

Answer A. 1-Plan, 2-Do, 3-Check, 4-Act B. 3-Plan, 2-Do, 4-Check, 1-Act C. 4-Plan, 3-Do, 1-Check, 2-Act D. 2-Plan, 3-Do, 4-Check, 1-Act

Correct Answer: C

36



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Slide

Which service lifecycle process is concerned with de ning and managing the steps needed to identify, de ne, gather, process, analyze, present and implement improvements? Answer A. Incident Management B. Release and Deployment Management C. Continual Service Improvement D. The 7-Step Improvement Process

Correct Answer: D

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Slide



ITIL®

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Business Case Study

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ITIL® Foundation with Case Study Business Case Study

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Java Bean Lounge, Ltd.Global Tea/Coffee ShopITIL® FoundationIntroductionJava Bean Lounge (JBL) of Hastings, England, is a privately owned food and beverage company founded in 1999.

JBL has grown rapidly to become one of the leading tea and coffee retailers on the global stage. JBL’s long-term mission is to become the leading purveyor of the finest tea and coffee in the world. Its goal is to become a premier customer-focused and cost-effective global beverage retailer.

During recent years, JBL has expanded substantially to become the fifth most popular tea and coffee retailer in the world. JBL achieved such spectacular growth through internal investment and not through acquisition or merger.

JBL has Major Operations Centers (MOCs) in Dubai, Amsterdam, London, Mumbai, Miami and São Paulo, as well as 1,066 retail outlets worldwide. In each country there is a head office managing local operations, supported by the regional MOC.

Since JBL is privately owned, it operates as a truly independent company, which enables it to respond quickly to market changes and to implement long-term plans, without unnecessary interference or delay.

Management StructureThe Chief Executive Officer is Natasha Wood, who is also the co-founder and president of JBL. The CEO and group directors are based at the Central Head Office, 135 Norman Road, Hastings, England, United Kingdom.

The Group Directors are:

• Finance and Administration: Lucas Neill

• Commercial and Consumer: George McCartney

• Retail Business Solutions: Steve Leigh

• Logistics and Maintenance: Eric Clapton

• Creative Design: Harry McGuire

• Human Resources: Rebecca Lynch

• Information and Communications Technology (ICT): Tracey Green (CIO)

• Sales and Marketing: Craig Wheeler

• Press and Public Relations: Arno Kneipp

• Convergent Business: Marius Brink

• Legal and Regulatory: Richie Keys

JBL employs 18,235 people worldwide©Copyright exists in all of this material. Copying of any kind is not permitted.




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JBL’s VisionIt is JBL’s vision to achieve a profit of $30,000,000 and enhance its position globally to become one of the top three recognizable brands in its market sector within the next three years.

To realize this vision and prepare for competition, JBL has adopted a six-part growth strategy: Optimize returns from the “traditional” products and services throughout the world

1. Develop and deliver value-added services (e.g., through the introduction of Internet cafés into all retail stores).

2. Streamline the management of inventory systems (e.g., development of online ordering systems).

3. Improve productivity.

4. Increase retail footprint controlled through sustainable growth.

5. Transform corporate culture—be creative, be rewarded.

Due to economic conditions, its planned growth target for this year is 9.5%. Last year’s profit was $17,000,000 and the previous year’s profit was $11,000,000.

The JBL MOC Organizational StructureJBL has created nearly identical organizational structures at each of the MOCs. Regional managers control each MOC and they report directly to the board of directors. They are responsible for all the retail outlets and operational duties within each region. Reporting to the regional manager are line managers who control the following departments:

Logistics

The logistics department’s main responsibility is to ensure that all stock required for the retail outlets is being delivered on time (either by sea or land) to the appropriate region.

Auto Maintenance

The auto maintenance department is responsible for maintaining and stocking the necessary parts for the road transport fleet. JBL has recently decided to outsource the maintenance of its road vehicles to a third party specialist that has multiple worldwide locations for vehicle maintenance.

Sales and Marketing

The sales and marketing department is responsible for obtaining orders from each store with regards to stock. They will also be responsible for managing the new internal online order system that will be hosted on the JBL intranet. They will need to develop a close relationship with logistics to ensure that the new online ordering system is compatible with the existing logistics operation.

Finance and Administration





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The accounts department takes care of the MOC financial accounting, including the management of accounts payable and receivable. The accounts department also administrates the payment of salary to staff members and any contractors.

The accounts department works very closely with the sales and marketing department. The online order system, managed by the sales department, will need an interface with the computer systems controlled by the accounts department.

Human Resources

The human resources department is responsible for the recruitment, selection and discharge of personnel and, also provides day-to-day personnel management support for human resources. JBL sees this function as being critical to their organization. The well-being of all JBL employees is a major priority.

ICT Department

Each MOC employs a small team of IT staff to help deliver and support IT services for its specific region. These groups run fairly autonomously and they manage their own support teams and processes; in the past this has been acceptable. There has never been a centrally coordinated policy unit for IT.

However, in London there is a central ICT department. Its responsibility is to manage JBL’s applications, dedicated network infrastructure (between the UK and all regional MOCs) and the company intranet. The department is also responsible for the development and testing of the new online order system.

The current IT organizational structure of each MOC is as follows:

• Regional IT Manager: Overall manager for the specific region (reports to the CIO)

• Network Manager: Responsible for LAN infrastructure

• Project Manager: Responsible for testing and co-coordinating any modifications to the systems and solving small IT issues

• IT Support Manager: Responsible for managing and co-coordinating IT support engineers

Each region has a small team of mobile engineers that travels to its local retail outlets and solves the most commonly occurring issues independently. Each retail outlet contacts the mobile engineers directly if IT Incidents occur. If resolution is not possible then the engineers can call suppliers directly to solve the Incident. However, it is very costly to escalate Incidents in this manner.





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JBL Information SystemsGeneral

JBL’s information systems use a range of IT “off the shelf” systems for finance, point of sale, stock ordering and CRM management. The computerization of JBL’s information systems ranges in levels of maturity. Each regional MOC has its own customized IT system setup, due to the geographical distance between each region and the lack of standardization for the various IT systems. However, there are certain aspects that can be considered fairly mature. For example, a large part of the financial accounting for the entire JBL organization has been computerized.

The manual management of stock ordering throughout the regions has always been a significant issue for JBL. The urgent requirement for an online ordering system has been identified to allow all retail outlets to order stock through a centralized system that has incorporated workflow management. Resolution of this issue is so urgent that it is seen by the senior management of JBL as a key aspect for future success, and an enabler for one of the six key strategy areas: improving productivity.

General Systems

A general suite of applications is offered via the local network:

• Email

• Word processing

• Spreadsheet functionality

• Appointment calendars

• Scheduling software

• Human resources applications

The links between local networks and the links between desktop computers are completely transparent to the users.

The application software is stored centrally on the main servers within the ICT department in London; there is functionality to allow remote users to download them as needed. However, in each head office around the world, local versions are kept to allow for easier management of the local standard operating environments.

Hardware

Each of the Head Offices uses a series of servers for capturing and recording their information. Since each region has been managing their its IT requirements there is no standardized operating environment. The server platforms range from non-supported Windows NT servers to new Windows 2008 servers.





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Network

The Wide Area Network (WAN) has been outsourced to a global provider, Sluit Wereld, Ltd. The outsourcer manages and coordinates the leasing of the network infrastructure and is responsible for providing monitoring information regarding its performance.

The cost to JBL of having Sluit Wereld maintain the WAN infrastructure has increased rapidly within the past two years. It is also becoming apparent that the infrastructure may not be as stable as outlined in the underpinning contract with Sluit Wereld.

Failures of the WAN often result in lost revenue and damaged corporate image. Point of Sale (POS) is also very dependent on the quality of the WAN.

Current Issues• There appears to be a breakdown of communication between the ICT department and

the business units. Due to a lack of understanding about systems and processes within the IT organization, the day-to-day operation of the business is affected. The business feels that there is a lack of internal cohesion within IT and this is causing the channels of communication to be confused and disorganized. There are some within senior management who feel ICT should be outsourced.

• Recently IT had considerable negative feedback from users regarding the standards of help and assistance provided by the technical teams within the MOCs. A recent report recommended that a Service Desk be set up to track, monitor and own user issues and requests; it was also recommended that they manage all user communication.

• Currently each MOC has its own Configuration Management Data Base (CMDB). However, there is no standard product or process to manage configurations throughout the organization. All audits are carried out internally by each MOC.

• The CIO would like to move towards a best practice approach with process-oriented systems. However, some teams are continuing to resist and work in isolation.

• The need to bring JBL retail stores into the internet age has also been identified as a management priority. The enhancement of the retail stores to include internet cafés will need a significant investment in IT resources and capabilities.




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Exercise

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ITIL® Foundation with Case Study Exercise

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Introduction ExerciseInstructor Led

Exercise:Divide students into groups of 4-5

Timing:15 minutes in groups

An appreciation of valueConsider, as consumers, what the key attributes of your favorite or preferred coffee shop are and rank these attributes in order of priority.





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Service Strategy ExerciseGroup Exercise


Timing:15 minutes

Creation of valueDefine the following customer descriptions from JBL in terms of high or low utility and warranty

• The email service is good. My users inform me it’s always available wherever they are in the world and it meets all the requirements in HR.

• The accounts software is useable when it’s available. We always seem to have issues logging on first thing in the morning and this causes delays to our schedule. I don’t think all of our requirements have been met, as we still have to do much of the work manually and then add it into the system.

• The POS connection is always available and we’ve never had any security issues with it. However, the device is difficult to understand and the staff often gets confused with the options on the screen.

• Customers often complain that during lunchtime, the connection to the shop’s Internet is slow and they get constant disconnections. This is harming us, as most of our clients are business people due to our location next to the Financial District. We never get any complaints until around 11:00 a.m.





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Service Design ExerciseGroup Exercise


Timing:30 Minutes

The directors of JBL have been asked to consider a co-sourcing approach in their MOCs to support the expansion program.

1. Review the case study and list the possible benefits and issues to the organization.

The Service Catalog is a subset of the Service Portfolio. However, it is divided into two aspects: the Business Service Catalog and the Technical Service Catalog.

2. Select from the list below those attributes you would include in your Business Service Catalog for the proposed online ordering system.

Attribute Catalog (Business/Technical)Business OwnerBusiness PriorityService CostIP ConfigurationsService DescriptionService Design PackageHours of ServiceService Review ScheduleFirewall Version





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Service TransitionGroup Exercise


Timing:45 minutes

BackgroundPart of the strategic vision was the introduction of Internet cafes into JBLs Service Catalog. This is a high profile transition for them and brand protection is essential; a great deal of money is being spent to advertise the new service, as JBL are keen to highlight their market differentiations.

The CIO has agreed to the following with all the regional IT managers:

• Each retail outlet IT will be managed by its regional MOC’s ICT department

• Each retail outlet will have a local server with a direct link to the MOC

• Each retail outlet will have the following facilities:

• Onsite network printer

• Wireless access (through a captive portal architecture)

• A local network for internal management systems and online ordering

• An external network to access the Internet

• Each retail outlet migrating to Internet café status will have a minimum of 10 and maximum of 20 hardwired PCs (amount based on the size of the location) that will be administered from the MOC remotely

• Each regional MOC should be able to account for all its assets

• Each MOC will be accountable for Changes and Releases to the service

1. List the possible issues you can imagine with initiating an organizational SACM process from the case study and additional information provided.

2. Review the RFCs (Section A) and categorize them as a Standard, Normal, Emergency or Change proposal (list answers on the RFC, following page).

3. There are three high profile releases planned. What approaches would you recommend for them and why?

a. Internet café

• 300 cafes to be refurbished this year and operating as Internet cafés

b. Online Ordering System

• All retail outlets supported by MOCs, all using the system within three months

c. Accounts Software Release v4.2

• All accounting teams must on the same version for end-of-month reporting.©Copyright exists in all of this material. Copying of any kind is not permitted.




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Service TransitionSection A – RFCRFC Number

DXB-065

Requester Mohammad Yaghi Manager’s Name Justin ConesContactNumber

050123456 Manager’sAuthorization

Yes

Date Needed ASAP Estimated Cost $15ReasonRequired

Enable Customers to Print

Change RequestedThe HP LaserJet color printer is out of cyan ink and needs to be replaced.

Resources NeededDesktop support engineer needed to renew the cyan ink cartridge and realign the print heads.

Estimated Impact Justifi cationCustomers are upset and complaining that they cannot print on one of the printers. This is leading to overuse of the remaining printer, and long queues during peak hours.





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RFC Number

DXB-066

Requester John Smith Manager’s Name Alice WhiteContactNumber


Yes

Date Needed ASAP Estimated Cost $14,000ReasonRequired

New server and PCs required

Change RequestedA new server and PC suite are required in the Rome central retail outlet. The outdated Windows 98 PCs and the NT4 server are not up-to-date with the requirements of the customers. Customers are now referring to this outlet as the “museum café,” which is very embarrassing.

Resources NeededA site survey and all of the hardware, including installation and training.

Estimated Impact Justifi cationCustomer satisfaction will be increased on-line with strategic Internet cafe’ goal.





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RFC Number

DXB-067

Requester James La Rue Manager’s Name Jack Turner ContactNumber


Yes


Help users navigate the monitors.

Change RequestedNeed 30 rainbow-colored mouse pads for Paris central shop.

Resources NeededOnly the procurement of the items.

Estimated Impact Justifi cationI think that rainbow mouse pads will give our shop the upbeat look it needs and I like rainbows as they make me feel happy.





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RFC Number

DXB-070

Requester Mohammad Yaghi Manager’s Name Tracey GreenContactNumber


Yes


Causing accounting issues

Change RequestedPOS terminal replacement.

Resources NeededHardware, training and installation by a qualifi ed engineer/administrator.

Estimated Impact Justifi cationThe POS terminal continually resets unexpectedly, and this sometimes occurs during transactions, which disrupts debit and credit card processing, resulting in lost or duplicate charges.We have also noticed that when we check payments at the end of the day, it is diffi cult to account for all the purchases made against the fl oat or processed transactions, which means we do not have an accurate tally of the day’s receipts.





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RFC Number

DXB-073

Requester Archibald Renoir Manager’s Name Mohammad YaghiContactNumber


Yes

Date Needed ASAP Estimated Cost UnknownReasonRequired

More bandwidth required

Change RequestedMore Internet bandwidth is required for the main café shops in Spain, France and Portugal.

Resources NeededProcurement, testing, and instruction if new hardware is used.

Estimated Impact Justifi cationAs a result of having low bandwidth during peak times, we are repeatedly fi xing the same Incidents, which shift our technical resources away from other priorities.Our customers complain that they cannot access the Internet when they need to and our reputation will begin to suff er unless something gets done soon.





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RFC Number

DXB-078

Requester Sammy Cien Manager’s Name Soren BorstedContactNumber


Yes

Date Needed ASAP Estimated Cost No CostReasonRequired

Password Change

Change RequestedReset password for Sammy Cien – Account Database.

Resources NeededApplication Team (10 minutes’ work).

Estimated Impact Justifi cationUnable to access the up-to-date accounts data, causing delays in processing at end-of-month.





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RFC Number

DXB-111

Requester Chris McGuire Manager’s Name Craig HazelContactNumber


Yes

Date Needed ASAP Estimated Cost $3,000,000ReasonRequired

Building Expansion

Change RequestedSee business case 3434342a (Board approved).New premises for European MOC.

Resources NeededSee business case 3434342a.

Estimated Impact Justifi cationCapacity to meet European expansion and IT growth forecasts.Must be complete within 18 months; this has business priority status 1.





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RFC Number

DXB-023

Requester Jorgen Friguld Manager’s Name Ashmed Mohammed

ContactNumber


Yes


New Hire

Change RequestedJack Black, a new employee in the accounts department, needs a user account with email access.

Resources NeededThe User account should be a member of the groups below:

• Print• Accounts• Online ordering group

Since Jack has not passed his probation, he should not be given access to the personnel drive.

Estimated Impact Justifi cationJack is currently in the accounts department as a principal auditor and needs a user account and email address to access resources enabling him to fulfi ll his duties.





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RFC Number

DXB-112

Requester Chuck Seagull, Jr. Manager’s Name Gale Hatcher ContactNumber


Yes

Date Needed ASAP Estimated Cost $2,000ReasonRequired

New Hire

Change RequestedTarquin Farquhar, a new hire, requires IT equipment.

Resources NeededMr. Farquhar requires a laptop with the following specs: 12.1 screens, 3GB RAM, 500GB HD, 3.8GHz Duo processor.His software requirements are: Vista Ultimate, W2007 Offi ce, Adobe Acrobat Professional, Front Page, Viso, Cisco VPN Software, Ulead Expert video editing software.This cost is pre-authorized.

Estimated Impact Justifi cationMr. Farquhar has been appointed as the principal marketing consultant and he requires the equipment in order to fulfi ll his duties.





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RFC Number

DXB-113

Requester Livi Denden Manager’s Name Carlos MackerelContactNumber


Yes


Restore of fi les

Change RequestedRestore of Dame Edna’s fi les to $z23a DB.

Resources NeededBackup tapes, Backup Administrator Files:

• Excel Spreadsheet Address.xls• Last saved at the start of the month

Estimated Impact Justifi cationCritical, unable to run accounting sheets until this done. There is a 3:00 p.m. cut-off point today for the authorization and submission of fi les to the bank. The CIO wants this resolved ASAP.





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Operations ExerciseGroup Exercise


Timing:45 minutes

Background:Since the release of its Internet café service, JBL is operating with associated major Incidents on a weekly basis. The CIO has come under heavy pressure from the board of directors for the poor results and lack of communication from the regional MOCs, and must find a resolution.

1. You are the CIO, and to help with poor communication and lack of ownership demonstrated by the MOC support teams, you want to introduce a Service Desk function. Considering the issues currently affecting the organization and in particular ICT, what type of structure would you recommend and why?

2. The regional IT manager has asked you to summarize the benefits of having Problem Management implemented to Incident Management. List the benefits.

3. Examine the events below and assign them the appropriate event category: (Information, Warning, or Exception)

a. *****CPU6 Running at 100%******* Threshold set at 90%

b. Automated email from the MOC Domain Controller stating the below





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c. Sam Squires logged onto terminal 12 (Password authenticated)

d. ****Memory utilization of server XX23 is currently at 65%**** Threshold set at 75%

e. ****Backup 776a complete please check output logs*****

f. ****Batch job Accounts12 completed**** No errors

4. The problem manager is newly appointed and needs your ITIL® experience to help him chart how Problem Management relates to the other processes. Please provide one input and output between Problem Management and its associated processes below:

PROBLEMMANAGEMENT

INCIDENTMANAGEMENT

CHANGEMANAGEMENT

AVAILABILITYMANAGEMENT

Copyright © AXELOS Limited 2011. All rights reserved. Material is reproduced under licence from AXELOS





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Continual Service Improvement ExerciseGroup Exercise

EXERCISE:DIVIDE STUDENTS INTO GROUPS OF 4-5

TIMING:20 MINUTES

As the newly appointed CSI manager, you have been asked by the CIO to coordinate a structured approach for improvements to IT services and processes throughout JBL. Highlight the steps that you would undertake to achieve this. For each of the steps, explain briefly what is involved and the benefits of each step.





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Continual Service Improvement ExerciseGroup Exercise

EXERCISE:DIVIDE STUDENTS INTO GROUPS OF 4-5

TIMING:20 MINUTES

The CIO is reviewing ways to improve the perception of IT towards Continual Service Improvement (CSI) by demonstrating to the business that IT wants to better integrate with the business. The CIO believes that honesty is the best policy and so has decided to “tell it like it is.”

You are the CIO for the organization. The executives are agreeable to your proposal of implementing a CSI approach to services and processes.

Which of the following set of Critical Success Factors will properly demonstrate that the organization’s management commitment to Continual Service Improvement (CSI) is genuine?

A)

• Appointment of a CSI manager

• Adoption of the Service Lifecycle approach throughout the IT department

• Visible management participation in CSI launch

B)

• Appointment of a CSI manager

• Approval of the CSI initiatives as project0s

• Appropriate resource allocation for CSI projects throughout the Service Lifecycle

C)

• Adapting Service Management processes to suit the IT vision

• Embedding CSI into everyone’s job description

• Appropriate technology to support the CSI activities

D)

• Ongoing, visible management participation

• Sufficient ongoing funding for CSI activities

• Adoption of the Service Lifecycle approach throughout IT




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Sample Exams



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Version 5.1 (Live) Owner – The Official ITIL Accreditor

The ITIL® Foundation Examination

Sample Paper A, version 5.1

Multiple Choice

Instructions

1 . All 40 questions should be attempted.2 . All answers are to be marked on the answer grid provided.3 . You have 60 minutes to complete this paper.4 . You must achieve 26 or more out of a possible 40 marks (65%) to pass this

examination.



1. What types of changes are NOT usually included within the scope of changemanagement?

a) Changes to a mainframe computer

b) Changes to business strategy

c) Changes to a service level agreement (SLA)

d) The retirement of a service

2. Which of the following is NOT a purpose of service operation?

a) To undertake testing to ensure services are designed to meet business needs

b) To deliver and manage IT services

c) To manage the technology used to deliver services

d) To monitor the performance of technology and processes

3. What does the term IT operations control refer to?

a) Managing the technical and applications management functions

b) Overseeing the execution and monitoring of operational activities and events

c) A set of tools used to monitor and display the status of the IT infrastructure andapplications

d) A service desk monitoring the status of the infrastructure when operators arenot available

4. Which process is responsible for recording relationships between servicecomponents?

a) Service level management

b) Service portfolio management

c) Service asset and configuration management (SACM)

d) Incident management

5. What is the RACI model used for?

a) Documenting the roles and responsibilities of stakeholders in a process oractivity

b) Defining requirements for a new service or process

c) Analysing the business impact of an incident

d) Creating a balanced scorecard showing the overall status of servicemanagement



6. Which of the following is the BEST description of an operational level agreement(OLA)?

a) An agreement between an IT service provider and another part of the sameorganization that assists in the provision of services

b) A written agreement between the IT service provider and their customer(s)defining key targets and responsibilities of both parties

c) An agreement between two service providers about the levels of servicerequired by the customer

d) An agreement between a third party service desk and the IT customer about fixand response times

7. What is the MAIN purpose of availability management?

a) To monitor and report availability of components

b) To ensure that all targets in the service level agreements (SLAs) are met

c) To guarantee availability levels for services and components

d) To ensure that service availability meets the agreed needs of the business

8. Which of the following does service transition provide guidance on?1. Introducing new services2. Decommissioning services3. Transfer of services between service providers

a) 1 and 2 only

b) 2 only

c) All of the above

d) 1 and 3 only

9. Which one of the following is NOT a stage of the service lifecycle?

a) Service optimization

b) Service transition

c) Service design

d) Service strategy



10. Which one of the following statements about a configuration management system(CMS) is CORRECT?

a) The CMS should not contain corporate data about customers and users

b) There may be more than one CMS

c) There should not be more than one configuration management database(CMDB)

d) If an organization outsources its IT services there is still a need for a CMS

11. What are the three sub-processes of capacity management?

a) Business capacity management, service capacity management and componentcapacity management

b) Supplier capacity management, service capacity management and componentcapacity management

c) Supplier capacity management, service capacity management and technologycapacity management

d) Business capacity management, technology capacity management andcomponent capacity management

12. Which of the following would be stored in the definitive media library (DML)?1. Copies of purchased software2. Copies of internally developed software3. Relevant licence documentation4. The change schedule

a) All of the above

b) 1 and 2 only

c) 3 and 4 only

d) 1, 2 and 3 only

13. Which process is responsible for reviewing operational level agreements (OLAs) ona regular basis?

a) Supplier management

b) Service level management

c) Service portfolio management

d) Demand management



14. Which role should ensure that process documentation is current and available?

a) The service owner

b) The chief information officer

c) Knowledge management

d) The process owner

15. Which of the following does the release and deployment management processaddress?1. Defining and agreeing release and deployment plans2. Ensuring release packages can be tracked3. Authorizing changes to support the process

a) 1 and 2 only

b) All of the above

c) 2 and 3 only

d) 1 and 3 only

16. Which of the following are characteristics of every process?1. It is measurable2. It delivers a specific result3. It delivers its primary results to a customer or stakeholder

a) 1 and 3 only

b) 1 and 2 only

c) 2 and 3 only

d) All of the above

17. Which of the following are key ITIL characteristics that contribute to its success?1. It is vendor-neutral2. It is non-prescriptive3. It is best practice4. It is a standard

a) 3 only

b) 1, 2 and 3 only

c) All of the above

d) 2, 3 and 4 only



18. Who should be granted access to the information security policy?

a) Senior business managers and IT staff

b) Senior business managers, IT executives and the information securitymanager

c) All customers, users and IT staff

d) Information security management staff only

19. Which of the following are valid elements of a service design package (SDP)?1. Agreed and documented business requirements2. A plan for transition of the service3. Requirements for new or changed processes4. Metrics to measure the service

a) 1 only

b) 2 and 3 only

c) 1, 2 and 4 only

d) All of the above

20. Which of the following are examples of tools that might support the servicetransition stage of the service lifecycle?1. A tool to store definitive versions of software2. A workflow tool for managing changes3. An automated software distribution tool4. Testing and validation tools

a) 1, 3 and 4 only

b) 1, 2 and 3 only

c) All of the above

d) 2, 3 and 4 only

21. Which of the following statements about problem management is/areCORRECT?1. It ensures that all resolutions or workarounds that require a change to a

configuration item (CI) are submitted through change management2. It provides management information about the cost of resolving and

preventing problems

a) 1 only

b) 2 only

c) Both of the above

d) Neither of the above



22. What is the purpose of the request fulfilment process?

a) Dealing with service requests from the users

b) Making sure all requests within an IT organization are fulfilled

c) Ensuring fulfilment of change requests

d) Making sure the service level agreement (SLA) is met

23. Which statement about value creation through services is CORRECT?

a) The customer's perception of the service is an important factor in valuecreation

b) The value of a service can only ever be measured in financial terms

c) Delivering service provider outcomes is important in the value of a service

d) Service provider preferences drive the value perception of a service

24. Which one of the following statements about internal and external customers isMOST correct?

a) External customers should receive better customer service because they payfor their IT services

b) Internal customers should receive better customer service because they payemployee salaries

c) The best customer service should be given to the customer that pays themost money

d) Internal and external customers should receive the level of customer servicethat has been agreed

25. Which one of the following should IT services deliver to customers?

a) Capabilities

b) Cost

c) Risk

d) Value

26. Which one of the following activities is part of the service level management(SLM) process?

a) Designing the configuration management system from a businessperspective

b) Creating technology metrics to align with customer needs

c) Monitoring service performance against service level agreements (SLAs)

d) Training service desk staff how to deal with customer complaints aboutservice



27. Which one of the following BEST summarizes the purpose of event management?

a) The ability to detect events, make sense of them and determine the appropriatecontrol action

b) The ability to detect events, restore normal service as soon as possible andminimize the adverse impact on business operations

c) The ability to monitor and control the activities of technical staff

d) The ability to report on the successful delivery of services by checking theuptime of infrastructure devices

28. Which one of the following should a service catalogue contain?

a) The version information of all software

b) The organizational structure of the company

c) Asset information

d) Details of all operational services

29. What does "Warranty of a service" mean?

a) The service is fit for purpose

b) There will be no failures in applications and infrastructure associated with theservice

c) All service-related problems are fixed free of charge for a certain period of time

d) Customers are assured of certain levels of availability, capacity, continuity andsecurity

30. Which is the first activity of the continual service improvement (CSI) approach?

a) Understand the business vision and objectives

b) Carry out a baseline assessment to understand the current situation

c) Agree on priorities for improvement

d) Create and verify a plan

31. Which one of the following is a benefit of using an incident model?

a) It will make problems easier to identify and diagnose

b) It means known incident types never recur

c) It provides pre-defined steps for handling particular types of incidents

d) It ensures all incidents are easy to solve



32. Which one of the following is the CORRECT sequence of activities for handling anincident?

a) identification, logging, categorization, prioritization, initial diagnosis, escalation,investigation and diagnosis, resolution and recovery, closure

b) prioritization, identification, logging, categorization, initial diagnosis, escalation,investigation and diagnosis, resolution and recovery, closure

c) identification, logging, initial diagnosis, categorization, prioritization, escalation,resolution and recovery, investigation and diagnosis, closure

d) identification, initial diagnosis, investigation, logging, categorization, escalation,prioritization, resolution and recovery, closure

33. Which service lifecycle stage ensures that measurement methods will provide therequired metrics for new or changed services?

a) Service design

b) Service operation

c) Service strategy

d) Service delivery

34. Which of the following processes are concerned with managing risks to services?1. IT service continuity management2. Information security management3. Service catalogue management

a) All of the above

b) 1 and 3 only

c) 2 and 3 only

d) 1 and 2 only

35. Which one of the following is NOT a type of metric described in continual serviceimprovement (CSI)?

a) Process metrics

b) Service metrics

c) Personnel metrics

d) Technology metrics



36. Which statement about the relationship between the configuration managementsystem (CMS) and the service knowledge management system (SKMS) isCORRECT?

a) The SKMS is part of the CMS

b) The CMS is part of the SKMS

c) The CMS and SKMS are the same thing

d) There is no relationship between the CMS and the SKMS

37. What is the role of the emergency change advisory board (ECAB)?

a) To assist the change manager in ensuring that no urgent changes are madeduring particularly volatile business periods

b) To assist the change manager by implementing emergency changes

c) To assist the change manager in evaluating emergency changes and to decidewhether they should be authorized

d) To assist the change manager in speeding up the emergency change process sothat no unacceptable delays occur

38. Which of the following statements about the service desk is/are CORRECT?1. The service desk is a function that provides a means of communication between

IT and its users for all operational issues2. The service desk should be the owner of the problem management process

a) 2 only

b) 1 only



39. Which one of the following is the CORRECT list of the four Ps of service design?

a) Planning, products, position, processes

b) Planning, perspective, position, people

c) Perspective, partners, problems, people

d) People, partners, products, processes



40. Which one of the following represents the BEST course of action to take when aproblem workaround is found?

a) The problem record is closed

b) The problem record remains open and details of the workaround aredocumented within it

c) The problem record remains open and details of the workaround aredocumented on all related incident records

d) The problem record is closed and details of the workaround are documented in arequest for change(RFC)




Sample Paper A, version 5.1

Multiple Choice

ANSWERS AND RATIONALE



Answer Key and Rationale:

Q A Syllabus Ref

BookRef Rationale

1 B 05-51 ST4.2.4.3

A change request is a formal communication seeking an alteration to one or more configuration items (CIs). Services, SLAs and computers are examples of CIs. A business strategy is not normally a CI and would be out of scope for change management.

2 A 02-09 SO 1.1.1 Each of these are a purpose of service operation except for option A, undertaking testing to ensure services are designed to meet business needs. Option A is part of service transition.

3 B 06-02 SO6.5.1.1

IT operations control oversees the execution and monitoring of the operational activities and events in the IT infrastructure.

4 C 05-63 ST 4.3.1 Part of SACM’s purpose is to maintain accurate information about assets, including the relationship between assets.

5 A 07-02 SD3.7.4.1

RACI is a responsibility model used by ITIL to help define roles and responsibilities.

6 A 03-12 SD 4.3.4 A is the OLA, B is the definition of an SLA, C doesn’t correspond to an ITIL definition, D involves a third party and is a contract.

7 D 05-42 SD 4.4.1

A is a supporting element of availability management, not a main purpose. B relates to service level management. Availability management does not offer guarantees as identified in C. D is the main purpose of availability management: - “to ensure that the level of availability delivered in all IT services meets the agreed availability needs… of the business.”

8 C 02-07 ST 1.1.1 All three are in scope for service transition as all three involve major change.

9 A 02-02 SS 1.2 Service optimization is the correct answer

10 D 03-18 ST4.3.4.3

A: a CMS can contain corporate data about users / customers such as location or department. B and C: there may be more than one CMDB but they will be part of a single CMS. D is correct as a CMS still helps to control and report on the infrastructure when IT services are outsourced.

11 A 05-45 SD4.5.4.3

Book answer...business, service and component capacity management are the three sub-processes

12 D 03-19 ST4.3.4.4

The DML contains master copies of all controlled software in an organization … “along with licence documents or information”. The change schedule would not be included.

13 B 05-31 SD 4.3.1 Service level management has responsibility for negotiating and agreeing OLAs.

14 D 07-01 SD 6.3.2 Book answer. A process owner should ensure process documentation is current and available.

15 A 05-61 ST 4.4.1 The two correct answers (1 and 2) are included in release and deployment objectives. Option 3 is addressed by change management.

16 D 01-10 SS 2.2.2 Measurability, delivery of specific results, and delivery of results to a customer or stakeholder are all characteristics of a process.

17 B 01-02 SD 1.4 Option 4 is incorrect, ITIL is not a standard: ISO/IEC 20000 would be an example of a standard. ITIL is vendor-neutral, non-prescriptive, and provides a best practice framework.

18 C 05-43 SD4.7.4.1

In most cases the policies should be widely available to all customers and users and referenced in SLAs, OLAs and UCs.

19 D 03-14 SD App A

All of the elements identified are included in the service design package passed to service transition.

20 C 08-02 SS 7.1 1 would be used to support a DML. 2 helps change management. 3 is a release and deployment tool. 4 can help with testing and validation. They all support service transition.



Q A Syllabus Ref

BookRef Rationale

21 C 05-72 SO 4.4.2

and4.4.6.4

Book answer. They are both valid roles for problem management.

22 A 05-82 SO 4.3.1

Request fulfilment is the process responsible for dealing with service requests from the users. ‘All requests’ (B) is too wide a scope for the process. Change management looks after change requests (C). Service level management is responsible for D.

23 A 04-02 SS 3.2.3

D is incorrect; customer preferences drive value perception. C is incorrect; delivering on customer outcomes is vital. B is incorrect; the value of a service can be financial but other factors are also relevant. A is correct; customer perception is a vital element in defining how much a customer values a service.

24 D 01-04 SS3.2.1.2

D is the correct response. Both internal and external customers should be provided with the agreed level of service, and with the same level of customer service.

25 D 01-03 SS 2.1.1 A service is a means of delivering value to customers. IT needs capabilities to deliver services. Cost and risk are what IT helps to manage.

26 C 05-31 SD4.3.5.6

C is correct: monitoring the SLAs and performance against them is a vital part of the service level management process. A - designing the CMS is a service asset and configuration management activity. B – technology metrics are likely to be created within capacity management or other design processes. D – training the service desk is a service desk role.

27 A 05-81 SO 4.1.1

A - the ability to detect events, make sense of them and determine the appropriate control action is provided by event management. B includes some incident management responsibilities. C is a technical management task. D is likely to be shared between availability management and service level management.

28 D 05-41 SD 4.2.1 The service catalogue should contain details of all operational services.

29 D 03-01 SS 2.1.6

A is part of the definition of utility. B is unrealistic. C could be feasible as a warranty statement from another industry but is not the definition of warranty as used by ITIL. D is a good summary of warranty as defined by ITIL.

30 A 04-09 CSI 3.1 The improvement approach begins with embracing the vision by understanding the high-level business objectives.

31 C 05-71 SO4.2.4.2

Incident models are designed to provide reusable steps that can be used to restore service after known incident types.

32 A 05-71 SO 4.2.5 The correct order is given in the diagram in the incident management process, and in the subsections of 4.2.5.

33 A 04-04 SD 3.1.1 Measurements and metrics should be included in the design for a new or changed service.

34 D

05-43

05-46

SD 4.7.2

SD4.6.5.2

IT service continuity management carries out risk assessment as part of defining the requirements and strategy. Information security also needs to analyse security risks before taking action to mitigate them. Service catalogue management does not carry out these assessments.

35 C 04-10 CSI 5.5 Personnel metrics are not one of the three types of metrics described in CSI

36 B 03-16 ST4.7.4.3

A is the wrong way round. C is incorrect as the SKMS contains more information than the CMS. D is incorrect as the CMS is part of the SKMS.

37 C 05-51 ST4.2.5.11

The emergency change advisory board (ECAB) provides assistance in the authorization of emergency changes.



Q A Syllabus Ref

BookRef Rationale

38 B 06-01 SO 6.3

The service desk should be the single point of contact for IT users on a day-by-day basis. The service desk manager may also be the incident management process owner but would not normally be the owner of problem management.

39 D 04-03 SD 3.1.5 Book answer: people, processes, products (services, technology and tools) and partners (suppliers, manufacturers and vendors).

40 B 05-72 SO4.4.5.6

A is incorrect; the problem record must remain open as it hasn't yet been resolved. B is correct to document the workaround on the problem record, not on each Incident record [C], nor on an RFC [D].




Sample Paper B, version 5.1

Multiple Choice

Instructions

1 . All 40 questions should be attempted.2 . All answers are to be marked on the answer grid provided.3 . You have 60 minutes to complete this paper.4 . You must achieve 26 or more out of a possible 40 marks (65%) to pass this examination.



1 Input from which processes could be considered by service level management when negotiating service level agreements (SLA)?

a) All other ITIL processes

b) Capacity management and availability management only

c) Incident management and problem management only

d) Change management and release and deployment management only

2 Which one of the following statements about a standard change is INCORRECT?

a) They are pre-authorized by change management

b) They follow a procedure or work instruction

c) They are low risk

d) They must be implemented as soon as possible

3 Which of the following statements about the service desk are CORRECT? 1. It provides a single point of contact between the service provider and users2. It manages incidents and service requests3. It is a service management process4. Service desk staff try to restore service as quickly as possible

a) All of the above

b) 1, 2, and 4 only

c) 2 and 4 only

d) 2 and 3 only

4 Which of the following statements about functions are CORRECT? 1. They may include tools2. They are groups that use resources to carry out one or more activities3. One person or group may perform multiple functions4. They are more costly to implement compared to processes

a) 1, 2 and 3 only

b) 1, 2 and 4 only

c) All of the above

d) None of the above



5 Which one of the following is the BEST description of the activities carried out by facilities management?

a) The management of IT services that are viewed as "utilities", such as printersor network access

b) Advice and guidance to IT operations on methodology and tools for managingIT services

c) Management of the physical IT environment such as a data centre or computerroom

d) The procurement and maintenance of tools that are used by IT operations staffto maintain the infrastructure

6 Which process would assist with the identification and resolution of any incidents and problems associated with service or component performance?

a) Capacity management

b) Supplier management

c) Technology management

d) Change management

7 Which one of the following statements about the known error database (KEDB) is MOST correct?

a) The KEDB is the same database as the service knowledge managementsystem (SKMS)

b) The KEDB should be used during the incident diagnosis phase to try to speedup the resolution process

c) Care should be taken to avoid duplication of records in the KEDB. This can bedone by giving access to as many technicians as possible to create newrecords

d) Access to the KEDB should be limited to the service desk

8 Which of the following statements about key performance indicators (KPIs) and metrics are CORRECT? 1. Service metrics measure the end-to-end service2. Each KPI should relate to a critical success factor3. Metrics can be used to identify improvement opportunities4. KPIs can be both qualitative and quantitative

a) 1 only

b) 2 and 3 only

c) 1, 2 and 4 only

d) All of the above



9 Which one of the following maintains relationships between all service components?

a) The capacity plan

b) The definitive media library

c) The configuration management system

d) A service level agreement

10 Should a customer's request for a new service ALWAYS be fulfilled?

a) Yes – if they are an external customer as they are paying for the service

b) No – if they are an internal customer as they are not always paying for theservice

c) No – it is the responsibility of the service provider to carry out due diligencebefore requests are fulfilled

d) Yes – the service provider should ensure that all requests for new services arefulfilled

11 Which of the following statements is/are CORRECT? 1. Problem management can support the service desk by providing known errors to

speed up incident resolution 2. Problem management is the only source of information to service level

management about the impact of changes

a) 1 only

b) 2 only



12 A failure has occurred on a system and is detected by a monitoring tool. This system supports a live IT service. When should an incident be raised?

a) Only when users notice the failure

b) An incident should not be raised if the technicians have seen this before andhave a workaround

c) Only if the failure results in a service level being breached

d) Immediately, to limit or prevent impact on users



13 Which of the following could be considered stakeholders in a service management project? 1. Users2. Customers3. Suppliers4. Functionsa) 1 and 2 only

b) 3 and 4 only

c) 2 and 4 only

d) All of the above

14 Which of the following activities does service asset and configuration management ensure are performed? 1. Configuration items (CIs) are identified2. CIs are baselined3. Changes to CIs are controlled

a) All of the above

b) 1 and 2 only

c) 1 and 3 only

d) 2 and 3 only

15 Which of the following aspects of service design should be considered when designing a service solution? 1. Measurement methods and metrics2. Management information systems and tools3. Technology architectures4. The processes requireda) 1 and 2 only

b) 2 and 3 only

c) 2, 3 and 4 only

d) All of the above

16 Which one of the following statements is CORRECT for ALL processes?

a) They define functions as part of their design

b) They deliver results to a customer or stakeholder

c) They are carried out by an external service provider in support of a customer

d) They are units of organizations responsible for specific outcomes



17 Which process is primarily responsible for packaging, building, testing and deploying services?

a) Transition planning and support

b) Release and deployment management

c) Service asset and configuration management

d) Service catalogue management

18 Which one of the following is the BEST example of a workaround?

a) A technician installs a script to temporarily divert prints to an alternative printeruntil a permanent fix is applied

b) A technician tries several ways to solve an incident. One of them works,although they do not know which one

c) After reporting the incident to the service desk, the user works on alternativetasks while the problem is identified and resolved

d) A device works intermittently, allowing the user to continue working atdegraded levels of performance while the technician diagnoses the incident

19 Which of the following areas can be helped by technology? 1. Request management2. Service catalogue management3. Detection and monitoring4. Design and modelling

a) 1, 2 and 3 only

b) 1, 3 and 4 only

c) 2, 3 and 4 only

d) All of the above

20 Which one of the following is the CORRECT list of stages in the Deming Cycle?

a) Plan, Measure, Monitor, Report

b) Plan, Check, Re-Act, Implement

c) Plan, Do, Act, Audit

d) Plan, Do, Check, Act



21 Which two processes will be involved the MOST in negotiating and agreeing contracts for the provision of recovery capability to support continuity plans?

a) Service level management and capacity management

b) Supplier management and service level management

c) IT service continuity management and service level management

d) IT service continuity management and supplier management

22 Which one of the following is the BEST definition of an incident model?

a) The template that defines the incident logging form used for reporting incidents

b) A type of incident involving a standard (or model) type of configuration item (CI)

c) A set of pre-defined steps to be followed when dealing with a known type ofincident

d) An incident that is easy to solve

23 What roles are defined in the RACI model?

a) Responsible, Accountable, Consulted, Informed

b) Responsible, Achievable, Consulted, Informed

c) Realistic, Accountable, Consulted, Informed

d) Responsible, Accountable, Corrected, Informed

24 Which stage of the service lifecycle decides what services should be offered and to whom they will be offered?

a) Continual service improvement

b) Service operation

c) Service design

d) Service strategy



25 Which of the following does continual service improvement (CSI) provide guidance on? 1. How to improve process efficiency and effectiveness2. How to improve services3. Improvement of all stages of the service lifecycle

a) 1 and 2 only

b) 1 and 3 only

c) 2 and 3 only

d) All of the above

26 Which of the following is a type of service level agreement (SLA) described in the ITIL service design publication?

a) Priority-based SLA

b) Technology-based SLA

c) Location-based SLA

d) Customer-based SLA

27 Which one of the following is the BEST definition of an event?

a) An occurrence where a performance threshold has been exceeded and anagreed service level has been impacted

b) A change of state that has significance for the management of an IT service

c) A known system defect that generates multiple incident reports

d) A planned meeting of customers and IT staff to announce a new service orimprovement programme

28 Which one of the following is the MOST appropriate stakeholder to define the value of a service?

a) Customers

b) IT Senior management

c) Financial management for IT services

d) Suppliers



29 Which of the following should be treated as an incident? 1. A user is unable to access a service during service hours2. An authorized IT staff member is unable to access a service during service hours3. A network component fails but the user is not aware of any disruption to service4. A user contacts the service desk about the slow performance of an application

a) All of the above

b) 1 and 4 only

c) 2 and 3 only

d) None of the above

30 Which one of the following statements about a change model is CORRECT?

a) A change model should NOT be used for emergency changes

b) A change model should be constructed when a significant change is required

c) A change model defines the steps that should be taken to handle a particulartype of change

d) Escalation procedures are outside the scope of a change model

31 The CSI approach uses a number of techniques. Which one of the following techniques would BEST help a business understand "where are we now?"?

a) Reviewing critical success factors

b) Understanding the business vision

c) Performing a baseline assessment

d) Checking the CSI register

32 Which service operation processes are missing from the following list? 1. Incident management2. Problem management3. Access management4. ?5. ?

a) Event management and request fulfilment

b) Event management and service desk

c) Facilities management and event management

d) Change management and service level management



33 Which stage of the service lifecycle provides a framework for evaluating service capabilities and risk profiles before new or changed services are deployed?

a) Service strategy

b) Continual service improvement

c) Service transition

d) Service operation

34 Which of the following activities should a service owner undertake? 1. Representing a specific service across the organization2. Updating the configuration management system (CMS) after a change3. Helping to identify service improvements4. Representing a specific service in change advisory board (CAB) meetings

a) 2, 3 and 4 only

b) All of the above

c) 1, 2 and 3 only

d) 1, 3 and 4 only

35 Which one of the following is NOT a purpose or objective of availability management?

a) To monitor and report on the availability of components

b) To ensure that service availability matches the agreed needs of the business

c) To assess the impact of changes on the availability plan

d) To ensure that business continuity plans are aligned to business objectives

36 Which one of the following is a CORRECT description of the “four Ps” of service design?

a) A four-step process for the design of effective service management

b) A definition of the people and products required for successful design

c) A set of questions that should be asked when reviewing design specifications

d) Four major areas that need to be considered during service design



37 Which one of the following BEST describes a major problem review?

a) Facilitated by the problem manager, a major problem review is designed toapportion blame after a resolution to the problem has been found

b) A major problem review is run as part of the change advisory board (CAB) bythe change manager. It is conducted after the request for change (RFC) toresolve the problem has been accepted

c) A major problem review is facilitated by the service desk manager so thatlessons can be learned after a major problem has been resolved

d) Facilitated by the problem manager, the review is conducted so that lessonscan be learned from the major problem, and to provide training and awarenessfor support staff

38 Which one of the following statements about supplier management is INCORRECT?

a) Supplier management negotiates operational level agreements (OLAs)

b) Supplier management ensures that suppliers meet business expectations

c) Supplier management maintains information in a supplier and contractormanagement information system

d) Supplier management negotiates external agreements to support the deliveryof services

39 Which one of the following is a primary purpose of business relationship management?

a) Carrying out operational activities to support services

b) Ensuring all targets within service level agreements are met

c) Maximizing contract value and operational efficiency of the services that aredelivered

d) Understanding the customer’s needs and ensuring they are met

40 Which one of the following statements is an objective of the design coordination process?

a) To ensure that service availability targets are met

b) To define, document, agree, monitor, measure and review service levels

c) To provide and maintain a single source of consistent information on alloperational services

d) To monitor and improve the performance of the service design lifecycle stage




Sample Paper B, version 5.1

Multiple Choice

ANSWERS AND RATIONALE



Answer Key and Rationale:

Q A Syllabus Ref

BookRef Rationale

1 A 05-31 SD4.3.5.2

“Representatives of all of the other processes need to be consulted for their opinion on what targets can be realistically achieved.”

2 D 05-51 ST4.2.4.3

Standard changes would not normally need to be implemented as soon as was possible, whereas emergency changes would.

3 B 06-01 SO 6.3.2 The service desk is a function and not a process.

4 A 01-09 SS2.2.3.1

Functions are not described as being more costly than processes and this would depend on the function or process being considered.

5 C 06-02 SO 6.5.1 “Facilities management refers to the management of the physical IT environment, typically a data centre or computer rooms”.

6 A 05-45 SD 4.5.2 Performance issues are within the scope of capacity management.

7 B 03-32 SO4.4.7.2

A – The KEDB is part of the SKMS, NOT the same thing. B is correct. C – Duplication should be avoided but by RESTRICTING access. D – Yes, the service desk should use it but they are NOT the only ones.

8 D 04-10 CSI4.1.12 5.5

Each statement is a summary of the book content.

9 C 03-18 ST4.3.4.3

The configuration management system (CMS) is responsible via its various data sources (CMDBs, etc) for maintaining these relationships.

10 C 01-04 SS3.2.1.2

The service provider should ensure due diligence is carried out against the customer's requirements, irrespective of whether they are internal or external customers.

11 A 05-72 SO4.4.6.4

Problem management is the source of known errors but change and service asset and configuration management are likely to be other sources of information about the impact of changes.

12 D 05-71 SO 4.2.5

A – There do not need to be discernable impacts to the user for an incident to be raised. B – Even if a workaround is available it needs to be recorded to measure any on-going impact of the incident. C - All incidents must be recorded. D – Correct, in order to prevent loss of service or to restore service as soon as possible.

13 D 01-08 SS 2.1.5

D is the correct response. Stakeholders can be both internal and external entities. An example of a function as a stakeholder could be the service desk, technical management or application management functions.

14 A 05-63 ST 4.3.2 All activities are part of the scope of service asset and configuration management.

15 D 04-04 SD 3.1.1 All of these items are aspects of service design.

16 B 01-10 SS 2.2.2

A – Process design would involve allocation of activities to functions but not their definition. B – Correct – processes deliver results or they would not be worthwhile. C – Not ALL processes are carried out by external providers. D – Is a description of a function.

17 B 05-61 ST 4.4.2 All are activities performed by release and deployment management.

18 A 03-30 SO4.4.5.6

A is a good example of a workaround which is not a permanent solution but which overcomes the original incident. B is a ‘lucky’ incident resolution and unlikely to be repeatable. C does not allow the user to continue with their original task. D is an incident under investigation.

19 D 08-02 SS 7.1 All four areas can be assisted by technology. 20 D 03-42 CSI 3.8 The four key stages of the cycle are Plan, Do, Check and Act.

21 D 05-46 SD 4.6.1

ITSC provides the subject matter expertise and supplier management provides the contract negotiation and selection process. SLM also has a role in underpinning contracts but is not as significant in this respect as the other two processes.



Q A Syllabus Ref

BookRef Rationale

22 C 05-71 SO4.2.4.2 C matches the description of an incident model.

23 A 07-02 SD3.7.4.1 Roles are Responsible, Accountable, Consulted, Informed.

24 D 02-03 SS 1.1.1 Deciding what services should be offered and to whom is an integral part of service strategy.

25 D 02-11 CSI1.1.1

1. CSI looks for ways to improve process effectiveness andefficiency, as well as cost effectiveness. 2. CSI identifies and implements improvements to IT services3. CSI improvement activities support each lifecycle stage: servicestrategy, service design, service transition, service operation, and CSI itself.

26 D 05-31 SD4.3.5.1

Priority-based, technology-based and location-based SLAs are not discussed in service design.

27 B 03-24 SO 4.1 A and C may cause an event to be generated. D is a meeting. B closely matches the definition of an event in service operation.

28 A 04-02 SS 3.2.3 Value is viewed as the level to which the service meets customer's expectations and therefore they make the ultimate decision on whether the service will drive value.

29 A 03-26 SO 4.2

An incident is “an unplanned interruption to an IT service or reduction in the quality of an IT service… or a failure of a CI that has not yet impacted an IT service…”. The inability to access an IT service as agreed is an unplanned interruption from the user’s perspective.

30 C 05-51 ST4.2.4.5

A – A change model can be used for emergency changes. B – Change models would not routinely be created when significant changes are made. C is correct. D – Escalation procedures can be included in a change model.

31 C 04-09 CSI3.1.1

Understanding "where are we now" requires a business to create a baseline.

32 A 05-81 05-82

SO 4.1.1 4.3.1

All of the service operation processes are covered by the syllabus. The correct answer is A, B is a process and a function, C is a function and a process, D are processes in service transition and service design.

33 C 02-07 ST 1.1.1 Service transition is responsible for this as part of the deployment of new services.

34 D 07-01 SD 6.3.1 1, 3 and 4 are all responsibilities of the service owner role. Option 2 is the responsibility of the configuration librarian/administrator.

35 D 05-42 SD 4.4.1 4.4.2 D is the responsibility of IT service continuity management.

36 D 04-03 SD 3.1.5 1 – The “four Ps” are not a process. 2 – Has some merit but only addresses two of the four areas. 3 – The four Ps are not a checklist or set of questions.

37 D 05-72 SO4.4.5.10

D is the book answer. A is the right role but it is not about apportioning blame. B is incorrect. C is plausible but is facilitated by the wrong role.

38 A 05-44 SD 4.8.1 All are objectives of the supplier management process, except A which is undertaken by service level management.

39 D 05-23 SS 4.5.1 “To identify customer needs and ensure that the service provider is able to meet these needs...”

40 D 05-47 SD 4.1.1 D is the correct answer. C is the purpose of service catalogue management. B is an objective of service level management. A is an objective of availability management.


Page 418


Page 419




Glossary and Acronyms



Page 420


1

ITIL® glossary and abbreviations

English

This glossary may be freely downloaded. See www.itil-officialsite.com/InternationalActivities/TranslatedGlossaries.aspx for details of

licence terms.


2

AcknowledgementsWe would like to thank Ashley Hanna (HP) and Stuart Rance (HP) who produced the original ITIL glossary in English in May 2007, and to Ashley Hanna who updated it in July 2011.

Thanks are also due to all those that contributed to the 2007 and 2011 editions of the ITIL core guidance. For a full list of acknowledgements, please visit: www.itil-officialsite.com/Publications/PublicationAcknowledgements.aspx


3

Glossary terms and definitions

Term Definition

acceptance Formal agreement that an IT service, process, plan or other deliverable is complete, accurate, reliable and meets its specified requirements. Acceptance is usually preceded by change evaluation or testing and is often required before proceeding to the next stage of a project or process. See also service acceptance criteria.

access management (ITIL Service Operation) The process responsible for allowing users to make use of IT services, data or other assets. Access management helps to protect the confidentiality, integrity and availability of assets by ensuring that only authorized users are able to access or modify them. Access management implements the policies of information security management and is sometimes referred to as rights management or identity management.

account manager (ITIL Service Strategy) A role that is very similar to that of the business relationship manager, but includes more commercial aspects. Most commonly used by Type III service providers when dealing with external customers.

accounting (ITIL Service Strategy) The process responsible for identifying the actual costs of delivering IT services, comparing these with budgeted costs, and managing variance from the budget.

accounting period (ITIL Service Strategy) A period of time (usually one year) for which budgets, charges, depreciation and other financial calculations are made. See also financial year.

accredited Officially authorized to carry out a role. For example, an accredited body may be authorized to provide training or to conduct audits.


4

Term Definition

active monitoring (ITIL Service Operation) Monitoring of a configuration item or an IT service that uses automated regular checks to discover the current status. See also passive monitoring.

activity A set of actions designed to achieve a particular result. Activities are usually defined as part of processes or plans, and are documented in procedures.

agreed service time (AST) (ITIL Service Design) A synonym for service hours, commonly used in formal calculations of availability. See also downtime.

agreement A document that describes a formal understanding between two or more parties. An agreement is not legally binding, unless it forms part of a contract. See also operational level agreement; service level agreement.

alert (ITIL Service Operation) A notification that a threshold has been reached, something has changed, or a failure has occurred. Alerts are often created and managed by system management tools and are managed by the event management process.

analytical modelling (ITIL Continual Service Improvement) (ITIL Service Design) (ITIL Service Strategy) A technique that uses mathematical models to predict the behaviour of IT services or other configuration items. Analytical models are commonly used in capacity management and availability management. See also modelling; simulation modelling.

application Software that provides functions which are required by an IT service. Each application may be part of more than one IT service. An application runs on one or more servers or clients. See also application management; application portfolio.

application management (ITIL Service Operation) The function responsible for managing applications throughout their lifecycle.


5

Term Definition

application portfolio (ITIL Service Design) A database or structured document used to manage applications throughout their lifecycle. The application portfolio contains key attributes of all applications. The application portfolio is sometimes implemented as part of the service portfolio, or as part of the configuration management system.

application service provider (ASP) (ITIL Service Design) An external service provider that provides IT services using applications running at the service provider’s premises. Users access the applications by network connections to the service provider.

application sizing (ITIL Service Design) The activity responsible for understanding the resource requirements needed to support a new application, or a major change to an existing application. Application sizing helps to ensure that the IT service can meet its agreed service level targets for capacity and performance.

architecture (ITIL Service Design) The structure of a system or IT service, including the relationships of components to each other and to the environment they are in. Architecture also includes the standards and guidelines that guide the design and evolution of the system.

assembly (ITIL Service Transition) A configuration item that is made up of a number of other CIs. For example, a server CI may contain CIs for CPUs, disks, memory etc.; an IT service CI may contain many hardware, software and other CIs. See also build; component CI.

assessment Inspection and analysis to check whether a standard or set of guidelines is being followed, that records are accurate, or that efficiency and effectiveness targets are being met. See also audit.

asset (ITIL Service Strategy) Any resource or capability. The assets of a service provider include anything that could contribute to the delivery of a service. Assets can be one of the following types: management, organization, process, knowledge, people, information, applications, infrastructure or financial capital. See also customer asset; service asset; strategic asset.


6

Term Definition

asset management (ITIL Service Transition) A generic activity or process responsible for tracking and reporting the value and ownership of assets throughout their lifecycle. See also service asset and configuration management; fixed asset management; software asset management.

asset register (ITIL Service Transition) A list of fixed assets that includes their ownership and value. Seealso fixed asset management.

asset specificity (ITIL Service Strategy) One or more attributes of an asset that make it particularly useful for a given purpose. Asset specificity may limit the use of the asset for other purposes.

attribute (ITIL Service Transition) A piece of information about a configuration item. Examples are name, location, version number and cost. Attributes of CIs are recorded in a configuration management database (CMDB) and maintained as part of a configuration management system (CMS). See also relationship; configuration management system.

audit Formal inspection and verification to check whether a standard or set of guidelines is being followed, that records are accurate, or that efficiency and effectiveness targets are being met. An audit may be carried out by internal or external groups. See alsoassessment; certification.

authority matrix See RACI.

automatic call distribution (ACD) (ITIL Service Operation) Use of information technology to direct an incoming telephone call to the most appropriate person in the shortest possible time. ACD is sometimes called automated call distribution.


7

Term Definition

availability (ITIL Service Design) Ability of an IT service or other configuration item to perform its agreed function when required. Availability is determined by reliability, maintainability, serviceability, performance and security. Availability is usually calculated as a percentage. This calculation is often based on agreed service time and downtime. It is best practice to calculate availability of an IT service using measurements of the business output.

availability management (AM) (ITIL Service Design) The process responsible for ensuring that IT services meet the current and future availability needs of the business in a cost-effective and timely manner. Availability management defines, analyses, plans, measures and improves all aspects of the availability of IT services, and ensures that all IT infrastructures, processes, tools, roles etc. are appropriate for the agreed service level targets for availability. See also availability management information system.

availability management information system (AMIS)

(ITIL Service Design) A set of tools, data and information that is used to support availability management. See also service knowledge management system.

availability plan (ITIL Service Design) A plan to ensure that existing and future availability requirements for IT services can be provided cost-effectively.

back-out (ITIL Service Transition) An activity that restores a service or other configuration item to a previous baseline. Back-out is used as a form of remediation when a change or release is not successful.

backup (ITIL Service Design) (ITIL Service Operation) Copying data to protect against loss of integrity or availability of the original.


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Term Definition

balanced scorecard (ITIL Continual Service Improvement) A management tool developed by Drs Robert Kaplan (Harvard Business School) and David Norton. A balanced scorecard enables a strategy to be broken down into key performance indicators. Performance against the KPIs is used to demonstrate how well the strategy is being achieved. A balanced scorecard has four major areas, each of which has a small number of KPIs. The same four areas are considered at different levels of detail throughout the organization.

baseline (ITIL Continual Service Improvement) (ITIL Service Transition) A snapshot that is used as a reference point. Many snapshots may be taken and recorded over time but only some will be used as baselines. For example:

An ITSM baseline can be used as a starting point to measure the effect of a service improvement plan

A performance baseline can be used to measure changes in performance over the lifetime of an IT service

A configuration baseline can be used as part of a back-out plan to enable the IT infrastructure to be restored to a known configuration if a change or release fails.

See also benchmark.

benchmark (ITIL Continual Service Improvement) (ITIL Service Transition) A baseline that is used to compare related data sets as part of a benchmarking exercise. For example, a recent snapshot of a process can be compared to a previous baseline of that process, or a current baseline can be compared to industry data or best practice. See also benchmarking; baseline.


9

Term Definition

benchmarking (ITIL Continual Service Improvement) The process responsible for comparing a benchmark with related data sets such as a more recent snapshot, industry data or best practice. The term is also used to mean creating a series of benchmarks over time, and comparing the results to measure progress or improvement. This process is not described in detail within the core ITIL publications.

Best Management Practice (BMP) The Best Management Practice portfolio is owned by the Cabinet Office, part of HM Government. Formerly owned by CCTA and then OGC, the BMP functions moved to the Cabinet Office in June 2010. The BMP portfolio includes guidance on IT service management and project, programme, risk, portfolio and value management. There is also a management maturity model as well as related glossaries of terms.

best practice Proven activities or processes that have been successfully used by multiple organizations. ITIL is an example of best practice.

billing (ITIL Service Strategy) Part of the charging process. Billing is the activity responsible for producing an invoice or a bill and recovering the money from customers. See also pricing.

brainstorming (ITIL Service Design) (ITIL Service Operation) A technique that helps a team to generate ideas. Ideas are not reviewed during the brainstorming session, but at a later stage. Brainstorming is often used by problem management to identify possible causes.

British Standards Institution (BSI) The UK national standards body, responsible for creating and maintaining British standards. See www.bsi-global.com for more information. See also International Organization for Standardization.

budget A list of all the money an organization or business unit plans to receive, and plans to pay out, over a specified period of time. Seealso budgeting; planning.


10

Term Definition

budgeting The activity of predicting and controlling the spending of money. Budgeting consists of a periodic negotiation cycle to set future budgets (usually annual) and the day-to-day monitoring and adjusting of current budgets.

build (ITIL Service Transition) The activity of assembling a number of configuration items to create part of an IT service. The term is also used to refer to a release that is authorized for distribution – for example, server build or laptop build. See alsoconfiguration baseline.

build environment (ITIL Service Transition) A controlled environment where applications, IT services and other builds are assembled prior to being moved into a test or live environment.

business (ITIL Service Strategy) An overall corporate entity or organization formed of a number of business units. In the context of ITSM, the term includes public sector and not-for-profit organizations, as well as companies. An IT service provider provides IT services to a customer within a business. The IT service provider may be part of the same business as its customer (internal service provider), or part of another business (external service provider).

business capacity management (ITIL Continual Service Improvement) (ITIL Service Design) In the context of ITSM, business capacity management is the sub-process of capacity management responsible for understanding future business requirements for use in the capacity plan. See also service capacity management; component capacity management.

business case (ITIL Service Strategy) Justification for a significant item of expenditure. The business case includes information about costs, benefits, options, issues, risks and possible problems. See also cost benefit analysis.


11

Term Definition

business continuity management (BCM) (ITIL Service Design) The business process responsible for managing risks that could seriously affect the business. Business continuity management safeguards the interests of key stakeholders, reputation, brand and value-creating activities. The process involves reducing risks to an acceptable level and planning for the recovery of business processes should a disruption to the business occur. Business continuity management sets the objectives, scope and requirements for IT service continuity management.

business continuity plan (BCP) (ITIL Service Design) A plan defining the steps required to restore business processes following a disruption. The plan also identifies the triggers for invocation, people to be involved, communications etc. IT service continuity plans form a significant part of business continuity plans.

business customer (ITIL Service Strategy) A recipient of a product or a service from the business. For example, if the business is a car manufacturer, then the business customer is someone who buys a car.

business impact analysis (BIA) (ITIL Service Strategy) Business impact analysis is the activity in business continuity management that identifies vital business functions and their dependencies. These dependencies may include suppliers, people, other business processes, IT services etc. Business impact analysis defines the recovery requirements for IT services. These requirements include recovery time objectives, recovery point objectives and minimum service level targets for each IT service.

business objective (ITIL Service Strategy) The objective of a business process, or of the business as a whole. Business objectives support the business vision, provide guidance for the IT strategy, and are often supported by IT services.

business operations (ITIL Service Strategy) The day-to-day execution, monitoring and management of business processes.


12

Term Definition

business perspective (ITIL Continual Service Improvement) An understanding of the service provider and IT services from the point of view of the business, and an understanding of the business from the point of view of the service provider.

business process A process that is owned and carried out by the business. A business process contributes to the delivery of a product or service to a business customer. For example, a retailer may have a purchasing process that helps to deliver services to its business customers. Many business processes rely on IT services.

business relationship management (ITIL Service Strategy) The process responsible for maintaining a positive relationship with customers. Business relationship management identifies customer needs and ensures that the service provider is able to meet these needs with an appropriate catalogue of services. This process has strong links with service level management.

business relationship manager (BRM) (ITIL Service Strategy) A role responsible for maintaining the relationship with one or more customers. This role is often combined with the service level manager role.

business service A service that is delivered to business customers by business units. For example, delivery of financial services to customers of a bank, or goods to the customers of a retail store. Successful delivery of business services often depends on one or more IT services. A business service may consist almost entirely of an IT service – for example, an online banking service or an external website where product orders can be placed by business customers. See also customer-facing service.

business service management The management of business services delivered to business customers. Business service management is performed by business units.

business unit (ITIL Service Strategy) A segment of the business that has its own plans, metrics, income and costs. Each business unit owns assets and uses these to create value for customers in the form of goods and services.


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Term Definition

call (ITIL Service Operation) A telephone call to the service desk from a user. A call could result in an incident or a service request being logged.

call centre (ITIL Service Operation) An organization or business unit that handles large numbers of incoming and outgoing telephone calls. Seealso service desk.

call type (ITIL Service Operation) A category that is used to distinguish incoming requests to a service desk. Common call types are incident, service request and complaint.

capability (ITIL Service Strategy) The ability of an organization, person, process, application, IT service or other configuration item to carry out an activity. Capabilities are intangible assets of an organization. See also resource.

Capability Maturity Model Integration (CMMI) (ITIL Continual Service Improvement) A process improvement approach developed by the Software Engineering Institute (SEI) of Carnegie Mellon University, US. CMMI provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes. See www.sei.cmu.edu/cmmi for more information. See also maturity.

capacity (ITIL Service Design) The maximum throughput that a configuration item or IT service can deliver. For some types of CI, capacity may be the size or volume – for example, a disk drive.


14

Term Definition

capacity management (ITIL Continual Service Improvement) (ITIL Service Design) The process responsible for ensuring that the capacity of IT services and the IT infrastructure is able to meet agreed capacity- and performance-related requirements in a cost-effective and timely manner. Capacity management considers all resources required to deliver an IT service, and is concerned with meeting both the current and future capacity and performance needs of the business. Capacity management includes three sub-processes: business capacity management, service capacity management, and component capacity management. See also capacity management information system.

capacity management information system (CMIS)

(ITIL Service Design) A set of tools, data and information that is used to support capacity management. See also service knowledge management system.

capacity plan (ITIL Service Design) A plan used to manage the resources required to deliver IT services. The plan contains details of current and historic usage of IT services and components, and any issues that need to be addressed (including related improvement activities). The plan also contains scenarios for different predictions of business demand and costed options to deliver the agreed service level targets.

capacity planning (ITIL Service Design) The activity within capacity management responsible for creating a capacity plan.

capital budgeting (ITIL Service Strategy) The present commitment of funds in order to receive a return in the future in the form of additional cash inflows or reduced cash outflows.

capital cost (ITIL Service Strategy) The cost of purchasing something that will become a financial asset – for example, computer equipment and buildings. The value of the asset depreciates over multiple accounting periods. See also operational cost.

capital expenditure (CAPEX) See capital cost.


15

Term Definition

capitalization (ITIL Service Strategy) Identifying major cost as capital, even though no asset is purchased. This is done to spread the impact of the cost over multiple accounting periods. The most common example of this is software development, or purchase of a software licence.

category A named group of things that have something in common. Categories are used to group similar things together. For example, cost types are used to group similar types of cost. Incident categories are used to group similar types of incident, while CI types are used to group similar types of configuration item.

certification Issuing a certificate to confirm compliance to a standard. Certification includes a formal audit by an independent and accredited body. The term is also used to mean awarding a certificate to provide evidence that a person has achieved a qualification.

change (ITIL Service Transition) The addition, modification or removal of anything that could have an effect on IT services. The scope should include changes to all architectures, processes, tools, metrics and documentation, as well as changes to IT services and other configuration items.

change advisory board (CAB) (ITIL Service Transition) A group of people that support the assessment, prioritization, authorization and scheduling of changes. A change advisory board is usually made up of representatives from: all areas within the IT service provider; the business; and third parties such as suppliers.

change evaluation (ITIL Service Transition) The process responsible for formal assessment of a new or changed IT service to ensure that risks have been managed and to help determine whether to authorize the change.

change history (ITIL Service Transition) Information about all changes made to a configuration item during its life. Change history consists of all those change records that apply to the CI.


16

Term Definition

change management (ITIL Service Transition) The process responsible for controlling the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services.

change model (ITIL Service Transition) A repeatable way of dealing with a particular category of change. A change model defines specific agreed steps that will be followed for a change of this category. Change models may be very complex with many steps that require authorization (e.g. major software release) or may be very simple with no requirement for authorization (e.g. password reset). See alsochange advisory board; standard change.

change proposal (ITIL Service Strategy) (ITIL Service Transition) A document that includes a high level description of a potential service introduction or significant change, along with a corresponding business case and an expected implementation schedule. Change proposals are normally created by the service portfolio management process and are passed to change management for authorization. Change management will review the potential impact on other services, on shared resources, and on the overall change schedule. Once the change proposal has been authorized, service portfolio management will charter the service.

change record (ITIL Service Transition) A record containing the details of a change. Each change record documents the lifecycle of a single change. A change record is created for every request for change that is received, even those that are subsequently rejected. Change records should reference the configuration items that are affected by the change. Change records may be stored in the configuration management system, or elsewhere in the service knowledge management system.

change request See request for change.


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Term Definition

change schedule (ITIL Service Transition) A document that lists all authorized changes and their planned implementation dates, as well as the estimated dates of longer-term changes. A change schedule is sometimes called a forward schedule of change, even though it also contains information about changes that have already been implemented.

change window (ITIL Service Transition) A regular, agreed time when changes or releases may be implemented with minimal impact on services. Change windows are usually documented in service level agreements.

chargeable item (ITIL Service Strategy) A deliverable of an IT service that is used in calculating charges to customers (for example, number of transactions, number of desktop PCs).

charging (ITIL Service Strategy) Requiring payment for IT services. Charging for IT services is optional, and many organizations choose to treat their IT service provider as a cost centre. See also charging process; charging policy.

charging policy (ITIL Service Strategy) A policy specifying the objective of the charging process and the way in which charges will be calculated. Seealso cost.

charging process (ITIL Service Strategy) The process responsible for deciding how much customers should pay (pricing) and recovering money from them (billing). This process is not described in detail within the core ITIL publications.

charter (ITIL Service Strategy) A document that contains details of a new service, a significant change or other significant project. Charters are typically authorized by service portfolio management or by a project management office. The term charter is also used to describe the act of authorizing the work required to complete the service change or project. See also change proposal; service charter; project portfolio.


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Term Definition

chronological analysis (ITIL Service Operation) A technique used to help identify possible causes of problems. All available data about the problem is collected and sorted by date and time to provide a detailed timeline. This can make it possible to identify which events may have been triggered by others.

CI type (ITIL Service Transition) A category that is used to classify configuration items. The CI type identifies the required attributes and relationships for a configuration record. Common CI types include hardware, document, user etc.

classification The act of assigning a category to something. Classification is used to ensure consistent management and reporting. Configuration items, incidents, problems, changes etc. are usually classified.

client A generic term that means a customer, the business or a business customer. For example, client manager may be used as a synonym for business relationship manager. The term is also used to mean:

A computer that is used directly by a user – for example, a PC, a handheld computer or a work station

The part of a client server application that the user directly interfaces with – for example, an email client.

closed (ITIL Service Operation) The final status in the lifecycle of an incident, problem, change etc. When the status is closed, no further action is taken.

closure (ITIL Service Operation) The act of changing the status of an incident, problem, change etc. to closed.

COBIT (ITIL Continual Service Improvement) Control OBjectives for Information and related Technology (COBIT) provides guidance and best practice for the management of IT processes. COBIT is published by ISACA in conjunction with the IT Governance Institute (ITGI). See www.isaca.org for more information.


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Term Definition

code of practice A guideline published by a public body or a standards organization, such as ISO or BSI. Many standards consist of a code of practice and a specification. The code of practice describes recommended best practice.

cold standby See gradual recovery.

commercial off the shelf (COTS) (ITIL Service Design) Pre-existing application software or middleware that can be purchased from a third party.

compliance Ensuring that a standard or set of guidelines is followed, or that proper, consistent accounting or other practices are being employed.

component A general term that is used to mean one part of something more complex. For example, a computer system may be a component of an IT service; an application may be a component of a release unit. Components that need to be managed should be configuration items.

component capacity management (CCM) (ITIL Continual Service Improvement) (ITIL Service Design) The sub-process of capacity management responsible for understanding the capacity, utilization and performance of configuration items. Data is collected, recorded and analysed for use in the capacity plan. See also business capacity management; service capacity management.

component CI (ITIL Service Transition) A configuration item that is part of an assembly. For example, a CPU or memory CI may be part of a server CI.

component failure impact analysis (CFIA) (ITIL Service Design) A technique that helps to identify the impact of configuration item failure on IT services and the business. A matrix is created with IT services on one axis and CIs on the other. This enables the identification of critical CIs (that could cause the failure of multiple IT services) and fragile IT services (that have multiple single points of failure).


20

Term Definition

computer telephony integration (CTI) (ITIL Service Operation) Computer telephony integration is a general term covering any kind of integration between computers and telephone systems. It is most commonly used to refer to systems where an application displays detailed screens relating to incoming or outgoing telephone calls. See alsoautomatic call distribution; interactive voice response.

concurrency A measure of the number of users engaged in the same operation at the same time.

confidentiality (ITIL Service Design) A security principle that requires that data should only be accessed by authorized people.

configuration (ITIL Service Transition) A generic term used to describe a group of configuration items that work together to deliver an IT service, or a recognizable part of an IT service. Configuration is also used to describe the parameter settings for one or more configuration items.

configuration baseline (ITIL Service Transition) The baseline of a configuration that has been formally agreed and is managed through the change management process. A configuration baseline is used as a basis for future builds, releases and changes.

configuration control (ITIL Service Transition) The activity responsible for ensuring that adding, modifying or removing a configuration item is properly managed – for example, by submitting a request for change or service request.

configuration identification (ITIL Service Transition) The activity responsible for collecting information about configuration items and their relationships, and loading this information into the configuration management database. Configuration identification is also responsible for labelling the configuration items themselves, so that the corresponding configuration records can be found.


21

Term Definition

configuration item (CI) (ITIL Service Transition) Any component or other service asset that needs to be managed in order to deliver an IT service. Information about each configuration item is recorded in a configuration record within the configuration management system and is maintained throughout its lifecycle by service asset and configuration management. Configuration items are under the control of change management. They typically include IT services, hardware, software, buildings, people and formal documentation such as process documentation and service level agreements.

configuration management See service asset and configuration management.

configuration management database (CMDB) (ITIL Service Transition) A database used to store configuration records throughout their lifecycle. The configuration management system maintains one or more configuration management databases, and each database stores attributes of configuration items, and relationships with other configuration items.

configuration management system (CMS) (ITIL Service Transition) A set of tools, data and information that is used to support service asset and configuration management. The CMS is part of an overall service knowledge management system and includes tools for collecting, storing, managing, updating, analysing and presenting data about all configuration items and their relationships. The CMS may also include information about incidents, problems, known errors, changes and releases. The CMS is maintained by service asset and configuration management and is used by all IT service management processes. See also configuration management database.

configuration record (ITIL Service Transition) A record containing the details of a configuration item. Each configuration record documents the lifecycle of a single configuration item. Configuration records are stored in a configuration management database and maintained as part of a configuration management system.


22

Term Definition

configuration structure (ITIL Service Transition) The hierarchy and other relationships between all the configuration items that comprise a configuration.

continual service improvement (CSI) (ITIL Continual Service Improvement) A stage in the lifecycle of a service. Continual service improvement ensures that services are aligned with changing business needs by identifying and implementing improvements to IT services that support business processes. The performance of the IT service provider is continually measured and improvements are made to processes, IT services and IT infrastructure in order to increase efficiency, effectiveness and cost effectiveness. Continual service improvement includes the seven-step improvement process. Although this process is associated with continual service improvement, most processes have activities that take place across multiple stages of the service lifecycle. See also Plan-Do-Check-Act.

continuous availability (ITIL Service Design) An approach or design to achieve 100% availability. A continuously available IT service has no planned or unplanned downtime.

continuous operation (ITIL Service Design) An approach or design to eliminate planned downtime of an IT service. Note that individual configuration items may be down even though the IT service is available.

contract A legally binding agreement between two or more parties.

control A means of managing a risk, ensuring that a business objective is achieved or that a process is followed. Examples of control include policies, procedures, roles, RAID, door locks etc. A control is sometimes called a countermeasure or safeguard. Control also means to manage the utilization or behaviour of a configuration item, system or IT service.

Control OBjectives for Information and related Technology

See COBIT.


23

Term Definition

control perspective (ITIL Service Strategy) An approach to the management of IT services, processes, functions, assets etc. There can be several different control perspectives on the same IT service, process etc., allowing different individuals or teams to focus on what is important and relevant to their specific role. Examples of control perspective include reactive and proactive management within IT operations, or a lifecycle view for an application project team.

control processes The ISO/IEC 20000 process group that includes change management and configuration management.

core service (ITIL Service Strategy) A service that delivers the basic outcomes desired by one or more customers. A core service provides a specific level of utility and warranty. Customers may be offered a choice of utility and warranty through one or more service options. Seealso enabling service; enhancing service; IT service; service package.

cost The amount of money spent on a specific activity, IT service or business unit. Costs consist of real cost (money), notional cost (such as people’s time) and depreciation.

cost benefit analysis An activity that analyses and compares the costs and the benefits involved in one or more alternative courses of action. See alsobusiness case; internal rate of return; net present value; return on investment; value on investment.

cost centre (ITIL Service Strategy) A business unit or project to which costs are assigned. A cost centre does not charge for services provided. An IT service provider can be run as a cost centre or a profit centre.

cost element (ITIL Service Strategy) The middle level of category to which costs are assigned in budgeting and accounting. The highest-level category is cost type. For example, a cost type of ‘people’ could have cost elements of payroll, staff benefits, expenses, training, overtime etc. Cost elements can be further broken down to give cost units. For example, the cost element ‘expenses’ could include cost units of hotels, transport, meals etc.


24

Term Definition

cost management (ITIL Service Strategy) A general term that is used to refer to budgeting and accounting, and is sometimes used as a synonym for financial management.

cost model (ITIL Service Strategy) A framework used in budgeting and accounting in which all known costs can be recorded, categorized and allocated to specific customers, business units or projects. See also cost type; cost element; cost unit.

cost type (ITIL Service Strategy) The highest level of category to which costs are assigned in budgeting and accounting – for example, hardware, software, people, accommodation, external and transfer. See also cost element; cost unit.

cost unit (ITIL Service Strategy) The lowest level of category to which costs are assigned, cost units are usually things that can be easily counted (e.g. staff numbers, software licences) or things easily measured (e.g. CPU usage, electricity consumed). Cost units are included within cost elements. For example, a cost element of ‘expenses’ could include cost units of hotels, transport, meals etc. See also cost type.

cost effectiveness A measure of the balance between the effectiveness and cost of a service, process or activity. A cost-effective process is one that achieves its objectives at minimum cost. See also key performance indicator; return on investment; value for money.

countermeasure Can be used to refer to any type of control. The term is most often used when referring to measures that increase resilience, fault tolerance or reliability of an IT service.

course corrections Changes made to a plan or activity that has already started to ensure that it will meet its objectives. Course corrections are made as a result of monitoring progress.


25

Term Definition

crisis management Crisis management is the process responsible for managing the wider implications of business continuity. A crisis management team is responsible for strategic issues such as managing media relations and shareholder confidence, and decides when to invoke business continuity plans.

critical success factor (CSF) Something that must happen if an IT service, process, plan, project or other activity is to succeed. Key performance indicators are used to measure the achievement of each critical success factor. For example, a critical success factor of ‘protect IT services when making changes’ could be measured by key performance indicators such as ‘percentage reduction of unsuccessful changes’, ‘percentage reduction in changes causing incidents’ etc.

CSI register (ITIL Continual Service Improvement) A database or structured document used to record and manage improvement opportunities throughout their lifecycle.

culture A set of values that is shared by a group of people, including expectations about how people should behave, their ideas, beliefs and practices. See also vision.

customer Someone who buys goods or services. The customer of an IT service provider is the person or group who defines and agrees the service level targets. The term is also sometimes used informally to mean user – for example, ‘This is a customer-focused organization.’

customer asset Any resource or capability of a customer. See also asset.

customer agreement portfolio (ITIL Service Strategy) A database or structured document used to manage service contracts or agreements between an IT service provider and its customers. Each IT service delivered to a customer should have a contract or other agreement that is listed in the customer agreement portfolio. See alsocustomer-facing service; service catalogue; service portfolio.


26

Term Definition

customer portfolio (ITIL Service Strategy) A database or structured document used to record all customers of the IT service provider. The customer portfolio is the business relationship manager’s view of the customers who receive services from the IT service provider. See also customer agreement portfolio; service catalogue; service portfolio.

customer-facing service (ITIL Service Design) An IT service that is visible to the customer. These are normally services that support the customer’s business processes and facilitate one or more outcomes desired by the customer. All live customer-facing services, including those available for deployment, are recorded in the service catalogue along with customer-visible information about deliverables, prices, contact points, ordering and request processes. Other information such as relationships to supporting services and other CIs will also be recorded for internal use by the IT service provider.

dashboard (ITIL Service Operation) A graphical representation of overall IT service performance and availability. Dashboard images may be updated in real time, and can also be included in management reports and web pages. Dashboards can be used to support service level management, event management and incident diagnosis.

Data-to-Information-to-Knowledge-to-Wisdom (DIKW)

(ITIL Service Transition) A way of understanding the relationships between data, information, knowledge and wisdom. DIKW shows how each of these builds on the others.

definitive media library (DML) (ITIL Service Transition) One or more locations in which the definitive and authorized versions of all software configuration items are securely stored. The definitive media library may also contain associated configuration items such as licences and documentation. It is a single logical storage area even if there are multiple locations. The definitive media library is controlled by service asset and configuration management and is recorded in the configuration management system.


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Term Definition

deliverable Something that must be provided to meet a commitment in a service level agreement or a contract. It is also used in a more informal way to mean a planned output of any process.

demand management (ITIL Service Design) (ITIL Service Strategy)The process responsible for understanding, anticipating and influencing customer demand for services. Demand management works with capacity management to ensure that the service provider has sufficient capacity to meet the required demand. At a strategic level, demand management can involve analysis of patterns of business activity and user profiles, while at a tactical level, it can involve the use of differential charging to encourage customers to use IT services at less busy times, or require short-term activities to respond to unexpected demand or the failure of a configuration item.

Deming Cycle See Plan-Do-Check-Act.

dependency The direct or indirect reliance of one process or activity on another.

deployment (ITIL Service Transition) The activity responsible for movement of new or changed hardware, software, documentation, process etc. to the live environment. Deployment is part of the release and deployment management process.

depreciation (ITIL Service Strategy) A measure of the reduction in value of an asset over its life. This is based on wearing out, consumption or other reduction in the useful economic value.

design (ITIL Service Design) An activity or process that identifies requirements and then defines a solution that is able to meet these requirements. See also service design.

design coordination (ITIL Service Design) The process responsible for coordinating all service design activities, processes and resources. Design coordination ensures the consistent and effective design of new or changed IT services, service management information systems, architectures, technology, processes, information and metrics.


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Term Definition

detection (ITIL Service Operation) A stage in the expanded incident lifecycle. Detection results in the incident becoming known to the service provider. Detection can be automatic or the result of a user logging an incident.

development (ITIL Service Design) The process responsible for creating or modifying an IT service or application ready for subsequent release and deployment. Development is also used to mean the role or function that carries out development work. This process is not described in detail within the core ITIL publications.

development environment (ITIL Service Design) An environment used to create or modify IT services or applications. Development environments are not typically subjected to the same degree of control as test or live environments. See alsodevelopment.

diagnosis (ITIL Service Operation) A stage in the incident and problem lifecycles. The purpose of diagnosis is to identify a workaround for an incident or the root cause of a problem.

diagnostic script (ITIL Service Operation) A structured set of questions used by service desk staff to ensure they ask the correct questions, and to help them classify, resolve and assign incidents. Diagnostic scripts may also be made available to users to help them diagnose and resolve their own incidents.

differential charging A technique used to support demand management by charging different amounts for the same function of an IT service under different circumstances. For example, reduced charges outside peak times, or increased charges for users who exceed a bandwidth allocation.

direct cost (ITIL Service Strategy) The cost of providing an IT service which can be allocated in full to a specific customer, cost centre, project etc. For example, the cost of providing non-shared servers or software licences. See alsoindirect cost.


29

Term Definition

directory service (ITIL Service Operation) An application that manages information about IT infrastructure available on a network, and corresponding user access rights.

document Information in readable form. A document may be paper or electronic – for example, a policy statement, service level agreement, incident record or diagram of a computer room layout. See also record.

downtime (ITIL Service Design) (ITIL Service Operation) The time when an IT service or other configuration item is not available during its agreed service time. The availability of an IT service is often calculated from agreed service time and downtime.

driver Something that influences strategy, objectives or requirements – for example, new legislation or the actions of competitors.

early life support (ELS) (ITIL Service Transition) A stage in the service lifecycle that occurs at the end of deployment and before the service is fully accepted into operation. During early life support, the service provider reviews key performance indicators, service levels and monitoring thresholds and may implement improvements to ensure that service targets can be met. The service provider may also provide additional resources for incident and problem management during this time.

economies of scale (ITIL Service Strategy) The reduction in average cost that is possible from increasing the usage of an IT service or asset. See alsoeconomies of scope.

economies of scope (ITIL Service Strategy) The reduction in cost that is allocated to an IT service by using an existing asset for an additional purpose. For example, delivering a new IT service from an existing IT infrastructure. See alsoeconomies of scale.

effectiveness (ITIL Continual Service Improvement) A measure of whether the objectives of a process, service or activity have been achieved. An effective process or activity is one that achieves its agreed objectives. Seealso key performance indicator.


30

Term Definition

efficiency (ITIL Continual Service Improvement) A measure of whether the right amount of resource has been used to deliver a process, service or activity. An efficient process achieves its objectives with the minimum amount of time, money, people or other resources. See also key performance indicator.

emergency change (ITIL Service Transition) A change that must be introduced as soon as possible – for example, to resolve a major incident or implement a security patch. The change management process will normally have a specific procedure for handling emergency changes. See also emergency change advisory board.

emergency change advisory board (ECAB) (ITIL Service Transition) A subgroup of the change advisory board that makes decisions about emergency changes. Membership may be decided at the time a meeting is called, and depends on the nature of the emergency change.

enabling service (ITIL Service Strategy) A service that is needed in order to deliver a core service. Enabling services may or may not be visible to the customer, but they are not offered to customers in their own right. See alsoenhancing service.

enhancing service (ITIL Service Strategy) A service that is added to a core service to make it more attractive to the customer. Enhancing services are not essential to the delivery of a core service but are used to encourage customers to use the core services or to differentiate the service provider from its competitors. See also enabling service; excitement factor.

enterprise financial management (ITIL Service Strategy) The function and processes responsible for managing the overall organization’s budgeting, accounting and charging requirements. Enterprise financial management is sometimes referred to as the ‘corporate’ financial department. See also financial management for IT services.


31

Term Definition

environment (ITIL Service Transition) A subset of the IT infrastructure that is used for a particular purpose – for example, live environment, test environment, build environment. Also used in the term ‘physical environment’ to mean the accommodation, air conditioning, power system etc. Environment is used as a generic term to mean the external conditions that influence or affect something.

error (ITIL Service Operation) A design flaw or malfunction that causes a failure of one or more IT services or other configuration items. A mistake made by a person or a faulty process that impacts a configuration item is also an error.

escalation (ITIL Service Operation) An activity that obtains additional resources when these are needed to meet service level targets or customer expectations. Escalation may be needed within any IT service management process, but is most commonly associated with incident management, problem management and the management of customer complaints. There are two types of escalation: functional escalation and hierarchic escalation.

eSourcing Capability Model for Client Organizations (eSCM-CL)

(ITIL Service Strategy) A framework to help organizations in their analysis and decision-making on service sourcing models and strategies. It was developed by Carnegie Mellon University in the US. See alsoeSourcing Capability Model for Service Providers.

eSourcing Capability Model for Service Providers (eSCM-SP)

(ITIL Service Strategy) A framework to help IT service providers develop their IT service management capabilities from a service sourcing perspective. It was developed by Carnegie Mellon University in the US. Seealso eSourcing Capability Model for Client Organizations.

estimation The use of experience to provide an approximate value for a metric or cost. Estimation is also used in capacity and availability management as the cheapest and least accurate modelling method.


32

Term Definition

event (ITIL Service Operation) A change of state that has significance for the management of an IT service or other configuration item. The term is also used to mean an alert or notification created by any IT service, configuration item or monitoring tool. Events typically require IT operations personnel to take actions, and often lead to incidents being logged.

event management (ITIL Service Operation) The process responsible for managing events throughout their lifecycle. Event management is one of the main activities of IT operations.

exception report A document containing details of one or more key performance indicators or other important targets that have exceeded defined thresholds. Examples include service level agreement targets being missed or about to be missed, and a performance metric indicating a potential capacity problem.

excitement attribute See excitement factor.

excitement factor (ITIL Service Strategy) An attribute added to something to make it more attractive or more exciting to the customer. For example, a restaurant may provide a free drink with every meal. See also enhancing service.

expanded incident lifecycle (ITIL Continual Service Improvement) (ITIL Service Design) Detailed stages in the lifecycle of an incident. The stages are detection, diagnosis, repair, recovery and restoration. The expanded incident lifecycle is used to help understand all contributions to the impact of incidents and to plan for how these could be controlled or reduced.

external customer A customer who works for a different business from the IT service provider. Seealso external service provider; internal customer.

external metric A metric that is used to measure the delivery of IT service to a customer. External metrics are usually defined in service level agreements and reported to customers. Seealso internal metric.


33

Term Definition

external service provider (ITIL Service Strategy) An IT service provider that is part of a different organization from its customer. An IT service provider may have both internal and external customers. See also outsourcing; Type III service provider.

facilities management (ITIL Service Operation) The function responsible for managing the physical environment where the IT infrastructure is located. Facilities management includes all aspects of managing the physical environment – for example, power and cooling, building access management, and environmental monitoring.

failure (ITIL Service Operation) Loss of ability to operate to specification, or to deliver the required output. The term may be used when referring to IT services, processes, activities, configuration items etc. A failure often causes an incident.

fast recovery (ITIL Service Design) A recovery option that is also known as hot standby. Fast recovery normally uses a dedicated fixed facility with computer systems and software configured ready to run the IT services. Fast recovery typically takes up to 24 hours but may be quicker if there is no need to restore data from backups.

fault See error.

fault tolerance (ITIL Service Design) The ability of an IT service or other configuration item to continue to operate correctly after failure of a component part. See also countermeasure; resilience.

fault tree analysis (FTA) (ITIL Continual Service Improvement) (ITIL Service Design) A technique that can be used to determine a chain of events that has caused an incident, or may cause an incident in the future. Fault tree analysis represents a chain of events using Boolean notation in a diagram.


34

Term Definition

financial management (ITIL Service Strategy) A generic term used to describe the function and processes responsible for managing an organization’s budgeting, accounting and charging requirements. Enterprise financial management is the specific term used to describe the function and processes from the perspective of the overall organization. Financial management for IT services is the specific term used to describe the function and processes from the perspective of the IT service provider.

financial management for IT services (ITIL Service Strategy) The function and processes responsible for managing an IT service provider’s budgeting, accounting and charging requirements. Financial management for IT services secures an appropriate level of funding to design, develop and deliver services that meet the strategy of the organization in a cost-effective manner. See also enterprise financial management.

financial year (ITIL Service Strategy) An accounting period covering 12 consecutive months. A financial year may start on any date (for example, 1 April to 31 March).

first-line support (ITIL Service Operation) The first level in a hierarchy of support groups involved in the resolution of incidents. Each level contains more specialist skills, or has more time or other resources. See also escalation.

fishbone diagram See Ishikawa diagram.

fit for purpose (ITIL Service Strategy) The ability to meet an agreed level of utility. Fit for purpose is also used informally to describe a process, configuration item, IT service etc. that is capable of meeting its objectives or service levels. Being fit for purpose requires suitable design, implementation, control and maintenance.

fit for use (ITIL Service Strategy) The ability to meet an agreed level of warranty. Being fit for use requires suitable design, implementation, control and maintenance.


35

Term Definition

fixed asset (ITIL Service Transition) A tangible business asset that has a long-term useful life (for example, a building, a piece of land, a server or a software licence). See also service asset; configuration item.

fixed asset management (ITIL Service Transition) The process responsible for tracking and reporting the value and ownership of fixed assets throughout their lifecycle. Fixed asset management maintains the asset register and is usually carried out by the overall business, rather than by the IT organization. Fixed asset management is sometimes called financial asset management and is not described in detail within the core ITIL publications.

fixed cost (ITIL Service Strategy) A cost that does not vary with IT service usage – for example, the cost of server hardware. See also variable cost.

fixed facility (ITIL Service Design) A permanent building, available for use when needed by an IT service continuity plan. See also portable facility; recovery option.

follow the sun (ITIL Service Operation) A methodology for using service desks and support groups around the world to provide seamless 24/7 service. Calls, incidents, problems and service requests are passed between groups in different time zones.

fulfilment Performing activities to meet a need or requirement – for example, by providing a new IT service, or meeting a service request.


36

Term Definition

function A team or group of people and the tools or other resources they use to carry out one or more processes or activities – for example, the service desk. The term also has two other meanings:

An intended purpose of a configuration item, person, team, process or IT service. For example, one function of an email service may be to store and forward outgoing mails, while the function of a business process may be to despatch goods to customers.

To perform the intended purpose correctly, as in ‘The computer is functioning.’

functional escalation (ITIL Service Operation) Transferring an incident, problem or change to a technical team with a higher level of expertise to assist in an escalation.

gap analysis (ITIL Continual Service Improvement) An activity that compares two sets of data and identifies the differences. Gap analysis is commonly used to compare a set of requirements with actual delivery. See alsobenchmarking.

governance Ensures that policies and strategy are actually implemented, and that required processes are correctly followed. Governance includes defining roles and responsibilities, measuring and reporting, and taking actions to resolve any issues identified.

gradual recovery (ITIL Service Design) A recovery option that is also known as cold standby. Gradual recovery typically uses a portable or fixed facility that has environmental support and network cabling, but no computer systems. The hardware and software are installed as part of the IT service continuity plan. Gradual recovery typically takes more than three days, and may take significantly longer.


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Term Definition

guideline A document describing best practice, which recommends what should be done. Compliance with a guideline is not normally enforced. See also standard.

hierarchic escalation (ITIL Service Operation) Informing or involving more senior levels of management to assist in an escalation.

high availability (ITIL Service Design) An approach or design that minimizes or hides the effects of configuration item failure from the users of an IT service. High availability solutions are designed to achieve an agreed level of availability and make use of techniques such as fault tolerance, resilience and fast recovery to reduce the number and impact of incidents.

hot standby See fast recovery; immediate recovery.

identity (ITIL Service Operation) A unique name that is used to identify a user, person or role. The identity is used to grant rights to that user, person or role. Example identities might be the username SmithJ or the role ‘change manager’.

immediate recovery (ITIL Service Design) A recovery option that is also known as hot standby. Provision is made to recover the IT service with no significant loss of service to the customer. Immediate recovery typically uses mirroring, load balancing and split-site technologies.

impact (ITIL Service Operation) (ITIL Service Transition) A measure of the effect of an incident, problem or change on business processes. Impact is often based on how service levels will be affected. Impact and urgency are used to assign priority.

incident (ITIL Service Operation) An unplanned interruption to an IT service or reduction in the quality of an IT service. Failure of a configuration item that has not yet affected service is also an incident – for example, failure of one disk from a mirror set.


38

Term Definition

incident management (ITIL Service Operation) The process responsible for managing the lifecycle of all incidents. Incident management ensures that normal service operation is restored as quickly as possible and the business impact is minimized.

incident record (ITIL Service Operation) A record containing the details of an incident. Each incident record documents the lifecycle of a single incident.

indirect cost (ITIL Service Strategy) The cost of providing an IT service which cannot be allocated in full to a specific customer – for example, the cost of providing shared servers or software licences. Also known as overhead. See alsodirect cost.

information security management (ISM) (ITIL Service Design) The process responsible for ensuring that the confidentiality, integrity and availability of an organization’s assets, information, data and IT services match the agreed needs of the business. Information security management supports business security and has a wider scope than that of the IT service provider, and includes handling of paper, building access, phone calls etc. for the entire organization. See also security management information system.

information security management system (ISMS)

(ITIL Service Design) The framework of policy, processes, functions, standards, guidelines and tools that ensures an organization can achieve its information security management objectives. See alsosecurity management information system.

information security policy (ITIL Service Design) The policy that governs the organization’s approach to information security management.

information system See management information system.


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Term Definition

information technology (IT) The use of technology for the storage, communication or processing of information. The technology typically includes computers, telecommunications, applications and other software. The information may include business data, voice, images, video etc. Information technology is often used to support business processes through IT services.

infrastructure service A type of supporting service that provides hardware, network or other data centre components. The term is also used as a synonym for supporting service.

insourcing (ITIL Service Strategy) Using an internal service provider to manage IT services. The term insourcing is also used to describe the act of transferring the provision of an IT service from an external service provider to an internal service provider. See also service sourcing.

integrity (ITIL Service Design) A security principle that ensures data and configuration items are modified only by authorized personnel and activities. Integrity considers all possible causes of modification, including software and hardware failure, environmental events, and human intervention.

interactive voice response (IVR) (ITIL Service Operation) A form of automatic call distribution that accepts user input, such as key presses and spoken commands, to identify the correct destination for incoming calls.

intermediate recovery (ITIL Service Design) A recovery option that is also known as warm standby. Intermediate recovery usually uses a shared portable or fixed facility that has computer systems and network components. The hardware and software will need to be configured, and data will need to be restored, as part of the IT service continuity plan. Typical recovery times for intermediate recovery are one to three days.

internal customer A customer who works for the same business as the IT service provider. See also external customer; internal service provider.


40

Term Definition

internal metric A metric that is used within the IT service provider to monitor the efficiency, effectiveness or cost effectiveness of the IT service provider’s internal processes. Internal metrics are not normally reported to the customer of the IT service. See also external metric.

internal rate of return (IRR) (ITIL Service Strategy) A technique used to help make decisions about capital expenditure. It calculates a figure that allows two or more alternative investments to be compared. A larger internal rate of return indicates a better investment. See also net present value; return on investment.

internal service provider (ITIL Service Strategy) An IT service provider that is part of the same organization as its customer. An IT service provider may have both internal and external customers. See also insourcing; Type I service provider; Type II service provider.

International Organization for Standardization (ISO)

The International Organization for Standardization (ISO) is the world’s largest developer of standards. ISO is a non-governmental organization that is a network of the national standards institutes of 156 countries. See www.iso.org for further information about ISO.

International Standards Organization See International Organization for Standardization.

internet service provider (ISP) An external service provider that provides access to the internet. Most ISPs also provide other IT services such as web hosting.

invocation (ITIL Service Design) Initiation of the steps defined in a plan – for example, initiating the IT service continuity plan for one or more IT services.

Ishikawa diagram (ITIL Continual Service Improvement) (ITIL Service Operation) A technique that helps a team to identify all the possible causes of a problem. Originally devised by Kaoru Ishikawa, the output of this technique is a diagram that looks like a fishbone.


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Term Definition

ISO 9000 A generic term that refers to a number of international standards and guidelines for quality management systems. See www.iso.org for more information. See alsoInternational Organization for Standardization.

ISO 9001 An international standard for quality management systems. See also ISO 9000; standard.

ISO/IEC 20000 An international standard for IT service management.

ISO/IEC 27001 (ITIL Continual Service Improvement) (ITIL Service Design) An international specification for information security management. The corresponding code of practice is ISO/IEC 27002. See also standard.

ISO/IEC 27002 (ITIL Continual Service Improvement) An international code of practice for information security management. The corresponding specification is ISO/IEC 27001. See alsostandard.

IT accounting See accounting.

IT infrastructure All of the hardware, software, networks, facilities etc. that are required to develop, test, deliver, monitor, control or support applications and IT services. The term includes all of the information technology but not the associated people, processes and documentation.

IT operations (ITIL Service Operation) Activities carried out by IT operations control, including console management/operations bridge, job scheduling, backup and restore, and print and output management. IT operations is also used as a synonym for service operation.

IT operations control (ITIL Service Operation) The function responsible for monitoring and control of the IT services and IT infrastructure. See alsooperations bridge.


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Term Definition

IT operations management (ITIL Service Operation) The function within an IT service provider that performs the daily activities needed to manage IT services and the supporting IT infrastructure. IT operations management includes IT operations control and facilities management.

IT service A service provided by an IT service provider. An IT service is made up of a combination of information technology, people and processes. A customer-facing IT service directly supports the business processes of one or more customers and its service level targets should be defined in a service level agreement. Other IT services, called supporting services, are not directly used by the business but are required by the service provider to deliver customer-facing services. See also core service; enabling service; enhancing service; service; service package.

IT service continuity management (ITSCM) (ITIL Service Design) The process responsible for managing risks that could seriously affect IT services. IT service continuity management ensures that the IT service provider can always provide minimum agreed service levels, by reducing the risk to an acceptable level and planning for the recovery of IT services. IT service continuity management supports business continuity management.

IT service continuity plan (ITIL Service Design) A plan defining the steps required to recover one or more IT services. The plan also identifies the triggers for invocation, people to be involved, communications etc. The IT service continuity plan should be part of a business continuity plan.

IT service management (ITSM) The implementation and management of quality IT services that meet the needs of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology. See also service management.


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Term Definition

IT Service Management Forum (itSMF) The IT Service Management Forum is an independent organization dedicated to promoting a professional approach to IT service management. The itSMF is a not-for-profit membership organization with representation in many countries around the world (itSMF chapters). The itSMF and its membership contribute to the development of ITIL and associated IT service management standards. See www.itsmf.com for more information.

IT service provider (ITIL Service Strategy) A service provider that provides IT services to internal or external customers.

IT steering group (ISG) (ITIL Service Design) (ITIL Service Strategy)A formal group that is responsible for ensuring that business and IT service provider strategies and plans are closely aligned. An IT steering group includes senior representatives from the business and the IT service provider. Also known as IT strategy group or IT steering committee.

ITIL® A set of best-practice publications for IT service management. Owned by the Cabinet Office (part of HM Government), ITIL gives guidance on the provision of quality IT services and the processes, functions and other capabilities needed to support them. The ITIL framework is based on a service lifecycle and consists of five lifecycle stages (service strategy, service design, service transition, service operation and continual service improvement), each of which has its own supporting publication. There is also a set of complementary ITIL publications providing guidance specific to industry sectors, organization types, operating models and technology architectures. See www.itil-officialsite.com for more information.

job description A document that defines the roles, responsibilities, skills and knowledge required by a particular person. One job description can include multiple roles – for example, the roles of configuration manager and change manager may be carried out by one person.


44

Term Definition

job scheduling (ITIL Service Operation) Planning and managing the execution of software tasks that are required as part of an IT service. Job scheduling is carried out by IT operations management, and is often automated using software tools that run batch or online tasks at specific times of the day, week, month or year.

Kano model (ITIL Service Strategy) A model developed by Noriaki Kano that is used to help understand customer preferences. The Kano model considers attributes of an IT service grouped into areas such as basic factors, excitement factors, performance factors etc.

Kepner and Tregoe analysis (ITIL Service Operation) A structured approach to problem solving. The problem is analysed in terms of what, where, when and extent. Possible causes are identified, the most probable cause is tested, and the true cause is verified.

key performance indicator (KPI) (ITIL Continual Service Improvement) (ITIL Service Design) A metric that is used to help manage an IT service, process, plan, project or other activity. Key performance indicators are used to measure the achievement of critical success factors. Many metrics may be measured, but only the most important of these are defined as key performance indicators and used to actively manage and report on the process, IT service or activity. They should be selected to ensure that efficiency, effectiveness and cost effectiveness are all managed.

knowledge base (ITIL Service Transition) A logical database containing data and information used by the service knowledge management system.

knowledge management (ITIL Service Transition) The process responsible for sharing perspectives, ideas, experience and information, and for ensuring that these are available in the right place and at the right time. The knowledge management process enables informed decisions, and improves efficiency by reducing the need to rediscover knowledge. See also Data-to-Information-to-Knowledge-to-Wisdom; service knowledge management system.


45

Term Definition

known error (ITIL Service Operation) A problem that has a documented root cause and a workaround. Known errors are created and managed throughout their lifecycle by problem management. Known errors may also be identified by development or suppliers.

known error database (KEDB) (ITIL Service Operation) A database containing all known error records. This database is created by problem management and used by incident and problem management. The known error database may be part of the configuration management system, or may be stored elsewhere in the service knowledge management system.

known error record (ITIL Service Operation) A record containing the details of a known error. Each known error record documents the lifecycle of a known error, including the status, root cause and workaround. In some implementations, a known error is documented using additional fields in a problem record.

lifecycle The various stages in the life of an IT service, configuration item, incident, problem, change etc. The lifecycle defines the categories for status and the status transitions that are permitted. For example:

The lifecycle of an application includes requirements, design, build, deploy, operate, optimize

The expanded incident lifecycle includes detection, diagnosis, repair, recovery and restoration

The lifecycle of a server may include: ordered, received, in test, live, disposed etc.

line of service (LOS) (ITIL Service Strategy) A core service or service package that has multiple service options. A line of service is managed by a service owner and each service option is designed to support a particular market segment.

live (ITIL Service Transition) Refers to an IT service or other configuration item that is being used to deliver service to a customer.


46

Term Definition

live environment (ITIL Service Transition) A controlled environment containing live configuration items used to deliver IT services to customers.

maintainability (ITIL Service Design) A measure of how quickly and effectively an IT service or other configuration item can be restored to normal working after a failure. Maintainability is often measured and reported as MTRS. Maintainability is also used in the context of software or IT service development to mean ability to be changed or repaired easily.

major incident (ITIL Service Operation) The highest category of impact for an incident. A major incident results in significant disruption to the business.

manageability An informal measure of how easily and effectively an IT service or other component can be managed.

management information Information that is used to support decision making by managers. Management information is often generated automatically by tools supporting the various IT service management processes. Management information often includes the values of key performance indicators, such as ‘percentage of changes leading to incidents’ or ‘first-time fix rate’.

management information system (MIS) (ITIL Service Design) A set of tools, data and information that is used to support a process or function. Examples include the availability management information system and the supplier and contract management information system. See also service knowledge management system.

Management of Risk (M_o_R®) M_o_R includes all the activities required to identify and control the exposure to risk, which may have an impact on the achievement of an organization’s business objectives. See www.mor-officialsite.com for more details.


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Term Definition

management system The framework of policy, processes, functions, standards, guidelines and tools that ensures an organization or part of an organization can achieve its objectives. This term is also used with a smaller scope to support a specific process or activity – for example, an event management system or risk management system. See also system.

manual workaround (ITIL Continual Service Improvement) A workaround that requires manual intervention. Manual workaround is also used as the name of a recovery option in which the business process operates without the use of IT services. This is a temporary measure and is usually combined with another recovery option.

marginal cost (ITIL Service Strategy) The increase or decrease in the cost of producing one more, or one less, unit of output – for example, the cost of supporting an additional user.

market space (ITIL Service Strategy) Opportunities that an IT service provider could exploit to meet the business needs of customers. Market spaces identify the possible IT services that an IT service provider may wish to consider delivering.

maturity (ITIL Continual Service Improvement) A measure of the reliability, efficiency and effectiveness of a process, function, organization etc. The most mature processes and functions are formally aligned to business objectives and strategy, and are supported by a framework for continual improvement.

maturity level A named level in a maturity model, such as the Carnegie Mellon Capability Maturity Model Integration.

mean time between failures (MTBF) (ITIL Service Design) A metric for measuring and reporting reliability. MTBF is the average time that an IT service or other configuration item can perform its agreed function without interruption. This is measured from when the configuration item starts working, until it next fails.


48

Term Definition

mean time between service incidents (MTBSI)

(ITIL Service Design) A metric used for measuring and reporting reliability. It is the mean time from when a system or IT service fails, until it next fails. MTBSI is equal to MTBF plus MTRS.

mean time to repair (MTTR) The average time taken to repair an IT service or other configuration item after a failure. MTTR is measured from when the configuration item fails until it is repaired. MTTR does not include the time required to recover or restore. It is sometimes incorrectly used instead of mean time to restore service.

mean time to restore service (MTRS) The average time taken to restore an IT service or other configuration item after a failure. MTRS is measured from when the configuration item fails until it is fully restored and delivering its normal functionality. Seealso maintainability; mean time to repair.

metric (ITIL Continual Service Improvement)Something that is measured and reported to help manage a process, IT service or activity. See also key performance indicator.

middleware (ITIL Service Design) Software that connects two or more software components or applications. Middleware is usually purchased from a supplier, rather than developed within the IT service provider. Seealso commercial off the shelf.

mission A short but complete description of the overall purpose and intentions of an organization. It states what is to be achieved, but not how this should be done. See alsovision.

model A representation of a system, process, IT service, configuration item etc. that is used to help understand or predict future behaviour.

modelling A technique that is used to predict the future behaviour of a system, process, IT service, configuration item etc. Modelling is commonly used in financial management, capacity management and availability management.


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Term Definition

monitor control loop (ITIL Service Operation) Monitoring the output of a task, process, IT service or other configuration item; comparing this output to a predefined norm; and taking appropriate action based on this comparison.

monitoring (ITIL Service Operation) Repeated observation of a configuration item, IT service or process to detect events and to ensure that the current status is known.

near-shore (ITIL Service Strategy) Provision of services from a country near the country where the customer is based. This can be the provision of an IT service, or of supporting functions such as a service desk. See also offshore; onshore.

net present value (NPV) (ITIL Service Strategy) A technique used to help make decisions about capital expenditure. It compares cash inflows with cash outflows. Positive net present value indicates that an investment is worthwhile. See also internal rate of return; return on investment.

normal change (ITIL Service Transition) A change that is not an emergency change or a standard change. Normal changes follow the defined steps of the change management process.

normal service operation (ITIL Service Operation) An operational state where services and configuration items are performing within their agreed service and operational levels.

notional charging (ITIL Service Strategy) An approach to charging for IT services. Charges to customers are calculated and customers are informed of the charge, but no money is actually transferred. Notional charging is sometimes introduced to ensure that customers are aware of the costs they incur, or as a stage during the introduction of real charging.

objective The outcomes required from a process, activity or organization in order to ensure that its purpose will be fulfilled. Objectives are usually expressed as measurable targets. The term is also informally used to mean a requirement.


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Term Definition

off the shelf See commercial off the shelf.

Office of Government Commerce (OGC) OGC (former owner of Best Management Practice) and its functions have moved into the Cabinet Office as part of HM Government. See www.cabinetoffice.gov.uk

offshore (ITIL Service Strategy) Provision of services from a location outside the country where the customer is based, often in a different continent. This can be the provision of an IT service, or of supporting functions such as a service desk. See also near-shore; onshore.

onshore (ITIL Service Strategy) Provision of services from a location within the country where the customer is based. See also near-shore; offshore.

operate To perform as expected. A process or configuration item is said to operate if it is delivering the required outputs. Operate also means to perform one or more operations. For example, to operate a computer is to do the day-to-day operations needed for it to perform as expected.

operation (ITIL Service Operation) Day-to-day management of an IT service, system or other configuration item. Operation is also used to mean any predefined activity or transaction – for example, loading a magnetic tape, accepting money at a point of sale, or reading data from a disk drive.

operational The lowest of three levels of planning and delivery (strategic, tactical, operational). Operational activities include the day-to-day or short-term planning or delivery of a business process or IT service management process. The term is also a synonym for live.

operational cost The cost resulting from running the IT services, which often involves repeating payments – for example, staff costs, hardware maintenance and electricity (also known as current expenditure or revenue expenditure). See also capital expenditure.

operational expenditure (OPEX) See operational cost.


51

Term Definition

operational level agreement (OLA) (ITIL Continual Service Improvement) (ITIL Service Design) An agreement between an IT service provider and another part of the same organization. It supports the IT service provider’s delivery of IT services to customers and defines the goods or services to be provided and the responsibilities of both parties. For example, there could be an operational level agreement:

Between the IT service provider and a procurement department to obtain hardware in agreed times

Between the service desk and a support group to provide incident resolution in agreed times.

See also service level agreement.

operations bridge (ITIL Service Operation) A physical location where IT services and IT infrastructure are monitored and managed.

operations control See IT operations control.

operations management See IT operations management.

opportunity cost (ITIL Service Strategy) A cost that is used in deciding between investment choices. Opportunity cost represents the revenue that would have been generated by using the resources in a different way. For example, the opportunity cost of purchasing a new server may include not carrying out a service improvement activity that the money could have been spent on. Opportunity cost analysis is used as part of a decision-making process, but opportunity cost is not treated as an actual cost in any financial statement.

optimize Review, plan and request changes, in order to obtain the maximum efficiency and effectiveness from a process, configuration item, application etc.

organization A company, legal entity or other institution. The term is sometimes used to refer to any entity that has people, resources and budgets – for example, a project or business unit.


52

Term Definition

outcome The result of carrying out an activity, following a process, or delivering an IT service etc. The term is used to refer to intended results as well as to actual results. See also objective.

outsourcing (ITIL Service Strategy) Using an external service provider to manage IT services. Seealso service sourcing.

overhead See indirect cost.

pain value analysis (ITIL Service Operation) A technique used to help identify the business impact of one or more problems. A formula is used to calculate pain value based on the number of users affected, the duration of the downtime, the impact on each user, and the cost to the business (if known).

Pareto principle (ITIL Service Operation) A technique used to prioritize activities. The Pareto principle says that 80% of the value of any activity is created with 20% of the effort. Pareto analysis is also used in problem management to prioritize possible problem causes for investigation.

partnership A relationship between two organizations that involves working closely together for common goals or mutual benefit. The IT service provider should have a partnership with the business and with third parties who are critical to the delivery of IT services. See alsovalue network.

passive monitoring (ITIL Service Operation) Monitoring of a configuration item, an IT service or a process that relies on an alert or notification to discover the current status. See also active monitoring.

pattern of business activity (PBA) (ITIL Service Strategy) A workload profile of one or more business activities. Patterns of business activity are used to help the IT service provider understand and plan for different levels of business activity. See alsouser profile.


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Term Definition

percentage utilization (ITIL Service Design) The amount of time that a component is busy over a given period of time. For example, if a CPU is busy for 1,800 seconds in a one-hour period, its utilization is 50%.

performance A measure of what is achieved or delivered by a system, person, team, process or IT service.

performance management Activities to ensure that something achieves its expected outcomes in an efficient and consistent manner.

pilot (ITIL Service Transition) A limited deployment of an IT service, a release or a process to the live environment. A pilot is used to reduce risk and to gain user feedback and acceptance. See also change evaluation; test.

plan A detailed proposal that describes the activities and resources needed to achieve an objective – for example, a plan to implement a new IT service or process. ISO/IEC 20000 requires a plan for the management of each IT service management process.

Plan-Do-Check-Act (PDCA) (ITIL Continual Service Improvement) A four-stage cycle for process management, attributed to Edward Deming. Plan-Do-Check-Act is also called the Deming Cycle. Plan – design or revise processes that support the IT services; Do – implement the plan and manage the processes; Check – measure the processes and IT services, compare with objectives and produce reports; Act – plan and implement changes to improve the processes.

planned downtime (ITIL Service Design) Agreed time when an IT service will not be available. Planned downtime is often used for maintenance, upgrades and testing. See also change window; downtime.

planning An activity responsible for creating one or more plans – for example, capacity planning.


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Term Definition

policy Formally documented management expectations and intentions. Policies are used to direct decisions, and to ensure consistent and appropriate development and implementation of processes, standards, roles, activities, IT infrastructure etc.

portable facility (ITIL Service Design) A prefabricated building, or a large vehicle, provided by a third party and moved to a site when needed according to an IT service continuity plan. See also fixed facility; recovery option.

post-implementation review (PIR) A review that takes place after a change or a project has been implemented. It determines if the change or project was successful, and identifies opportunities for improvement.

practice A way of working, or a way in which work must be done. Practices can include activities, processes, functions, standards and guidelines. See also best practice.

prerequisite for success (PFS) An activity that needs to be completed, or a condition that needs to be met, to enable successful implementation of a plan or process. It is often an output from one process that is a required input to another process.

pricing (ITIL Service Strategy) Pricing is the activity for establishing how much customers will be charged.

PRINCE2® See PRojects IN Controlled Environments.

priority (ITIL Service Operation) (ITIL Service Transition) A category used to identify the relative importance of an incident, problem or change. Priority is based on impact and urgency, and is used to identify required times for actions to be taken. For example, the service level agreement may state that Priority 2 incidents must be resolved within 12 hours.

proactive monitoring (ITIL Service Operation) Monitoring that looks for patterns of events to predict possible future failures. See also reactive monitoring.


55

Term Definition

proactive problem management (ITIL Service Operation) Part of the problem management process. The objective of proactive problem management is to identify problems that might otherwise be missed. Proactive problem management analyses incident records, and uses data collected by other IT service management processes to identify trends or significant problems.

problem (ITIL Service Operation) A cause of one or more incidents. The cause is not usually known at the time a problem record is created, and the problem management process is responsible for further investigation.

problem management (ITIL Service Operation) The process responsible for managing the lifecycle of all problems. Problem management proactively prevents incidents from happening and minimizes the impact of incidents that cannot be prevented.

problem record (ITIL Service Operation) A record containing the details of a problem. Each problem record documents the lifecycle of a single problem.

procedure A document containing steps that specify how to achieve an activity. Procedures are defined as part of processes. See also work instruction.

process A structured set of activities designed to accomplish a specific objective. A process takes one or more defined inputs and turns them into defined outputs. It may include any of the roles, responsibilities, tools and management controls required to reliably deliver the outputs. A process may define policies, standards, guidelines, activities and work instructions if they are needed.

process control The activity of planning and regulating a process, with the objective of performing the process in an effective, efficient and consistent manner.


56

Term Definition

process manager A role responsible for the operational management of a process. The process manager’s responsibilities include planning and coordination of all activities required to carry out, monitor and report on the process. There may be several process managers for one process – for example, regional change managers or IT service continuity managers for each data centre. The process manager role is often assigned to the person who carries out the process owner role, but the two roles may be separate in larger organizations.

process owner The person who is held accountable for ensuring that a process is fit for purpose. The process owner’s responsibilities include sponsorship, design, change management and continual improvement of the process and its metrics. This role can be assigned to the same person who carries out the process manager role, but the two roles may be separate in larger organizations.

production environment See live environment.

profit centre (ITIL Service Strategy) A business unit that charges for services provided. A profit centre can be created with the objective of making a profit, recovering costs, or running at a loss. An IT service provider can be run as a cost centre or a profit centre.

pro-forma A template or example document containing sample data that will be replaced with real values when these are available.

programme A number of projects and activities that are planned and managed together to achieve an overall set of related objectives and other outcomes.

project A temporary organization, with people and other assets, that is required to achieve an objective or other outcome. Each project has a lifecycle that typically includes initiation, planning, execution, and closure. Projects are usually managed using a formal methodology such as PRojects IN Controlled Environments (PRINCE2) or the Project Management Body of Knowledge (PMBOK). See also charter; project management office; project portfolio.


57

Term Definition

project charter See charter.

Project Management Body of Knowledge (PMBOK)

A project management standard maintained and published by the Project Management Institute. See www.pmi.org for more information. See also PRojects IN Controlled Environments (PRINCE2).

Project Management Institute (PMI) A membership association that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research programme, and professional development opportunities. PMI is a not-for-profit membership organization with representation in many countries around the world. PMI maintains and publishes the Project Management Body of Knowledge (PMBOK). See www.pmi.org for more information. See also PRojects IN Controlled Environments (PRINCE2).

project management office (PMO) (ITIL Service Design) (ITIL Service Strategy)A function or group responsible for managing the lifecycle of projects. See also charter; project portfolio.

project portfolio (ITIL Service Design) (ITIL Service Strategy)A database or structured document used to manage projects throughout their lifecycle. The project portfolio is used to coordinate projects and ensure that they meet their objectives in a cost-effective and timely manner. In larger organizations, the project portfolio is typically defined and maintained by a project management office. The project portfolio is important to service portfolio management as new services and significant changes are normally managed as projects. See also charter.

projected service outage (PSO) (ITIL Service Transition) A document that identifies the effect of planned changes, maintenance activities and test plans on agreed service levels.

PRojects IN Controlled Environments (PRINCE2)

The standard UK government methodology for project management. See www.prince-officialsite.com for more information. Seealso Project Management Body of Knowledge (PMBOK).


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Term Definition

qualification (ITIL Service Transition) An activity that ensures that the IT infrastructure is appropriate and correctly configured to support an application or IT service. See alsovalidation.

quality The ability of a product, service or process to provide the intended value. For example, a hardware component can be considered to be of high quality if it performs as expected and delivers the required reliability. Process quality also requires an ability to monitor effectiveness and efficiency, and to improve them if necessary. See also quality management system.

quality assurance (QA) (ITIL Service Transition) The process responsible for ensuring that the quality of a service, process or other service asset will provide its intended value. Quality assurance is also used to refer to a function or team that performs quality assurance. This process is not described in detail within the core ITIL publications. See also service validation and testing.

quality management system (QMS) (ITIL Continual Service Improvement) The framework of policy, processes, functions, standards, guidelines and tools that ensures an organization is of a suitable quality to reliably meet business objectives or service levels. See also ISO 9000.

quick win (ITIL Continual Service Improvement) An improvement activity that is expected to provide a return on investment in a short period of time with relatively small cost and effort. See also Pareto principle.

RACI (ITIL Service Design) A model used to help define roles and responsibilities. RACI stands for responsible, accountable, consulted and informed.

reactive monitoring (ITIL Service Operation) Monitoring that takes place in response to an event. For example, submitting a batch job when the previous job completes, or logging an incident when an error occurs. See alsoproactive monitoring.


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Term Definition

real charging (ITIL Service Strategy) A charging policy where actual money is transferred from the customer to the IT service provider in payment for the delivery of IT services. Seealso notional charging.

reciprocal arrangement (ITIL Service Design) A recovery option. An agreement between two organizations to share resources in an emergency – for example, high-speed printing facilities or computer room space.

record A document containing the results or other output from a process or activity. Records are evidence of the fact that an activity took place and may be paper or electronic – for example, an audit report, an incident record or the minutes of a meeting.

recovery (ITIL Service Design) (ITIL Service Operation) Returning a configuration item or an IT service to a working state. Recovery of an IT service often includes recovering data to a known consistent state. After recovery, further steps may be needed before the IT service can be made available to the users (restoration).

recovery option (ITIL Service Design) A strategy for responding to an interruption to service. Commonly used strategies are manual workaround, reciprocal arrangement, gradual recovery, intermediate recovery, fast recovery, and immediate recovery. Recovery options may make use of dedicated facilities or third-party facilities shared by multiple businesses.

recovery point objective (RPO) (ITIL Service Design) (ITIL Service Operation) The maximum amount of data that may be lost when service is restored after an interruption. The recovery point objective is expressed as a length of time before the failure. For example, a recovery point objective of one day may be supported by daily backups, and up to 24 hours of data may be lost. Recovery point objectives for each IT service should be negotiated, agreed and documented, and used as requirements for service design and IT service continuity plans.


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Term Definition

recovery time objective (RTO) (ITIL Service Design) (ITIL Service Operation) The maximum time allowed for the recovery of an IT service following an interruption. The service level to be provided may be less than normal service level targets. Recovery time objectives for each IT service should be negotiated, agreed and documented. See also business impact analysis.

redundancy (ITIL Service Design) Use of one or more additional configuration items to provide fault tolerance. The term also has a generic meaning of obsolescence, or no longer needed.

relationship A connection or interaction between two people or things. In business relationship management, it is the interaction between the IT service provider and the business. In service asset and configuration management, it is a link between two configuration items that identifies a dependency or connection between them. For example, applications may be linked to the servers they run on, and IT services have many links to all the configuration items that contribute to that IT service.

relationship processes The ISO/IEC 20000 process group that includes business relationship management and supplier management.

release (ITIL Service Transition) One or more changes to an IT service that are built, tested and deployed together. A single release may include changes to hardware, software, documentation, processes and other components.

release and deployment management (ITIL Service Transition) The process responsible for planning, scheduling and controlling the build, test and deployment of releases, and for delivering new functionality required by the business while protecting the integrity of existing services.

release identification (ITIL Service Transition) A naming convention used to uniquely identify a release. The release identification typically includes a reference to the configuration item and a version number – for example, Microsoft Office 2010 SR2.


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Term Definition

release management See release and deployment management.

release package (ITIL Service Transition) A set of configuration items that will be built, tested and deployed together as a single release. Each release package will usually include one or more release units.

release record (ITIL Service Transition) A record that defines the content of a release. A release record has relationships with all configuration items that are affected by the release. Release records may be in the configuration management system or elsewhere in the service knowledge management system.

release unit (ITIL Service Transition) Components of an IT service that are normally released together. A release unit typically includes sufficient components to perform a useful function. For example, one release unit could be a desktop PC, including hardware, software, licences, documentation etc. A different release unit may be the complete payroll application, including IT operations procedures and user training.

release window See change window.

reliability (ITIL Continual Service Improvement) (ITIL Service Design) A measure of how long an IT service or other configuration item can perform its agreed function without interruption. Usually measured as MTBF or MTBSI. The term can also be used to state how likely it is that a process, function etc. will deliver its required outputs. See alsoavailability.

remediation (ITIL Service Transition) Actions taken to recover after a failed change or release. Remediation may include back-out, invocation of service continuity plans, or other actions designed to enable the business process to continue.

repair (ITIL Service Operation) The replacement or correction of a failed configuration item.


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Term Definition

request for change (RFC) (ITIL Service Transition) A formal proposal for a change to be made. It includes details of the proposed change, and may be recorded on paper or electronically. The term is often misused to mean a change record, or the change itself.

request fulfilment (ITIL Service Operation) The process responsible for managing the lifecycle of all service requests.

request model (ITIL Service Operation) A repeatable way of dealing with a particular category of service request. A request model defines specific agreed steps that will be followed for a service request of this category. Request models may be very simple, with no requirement for authorization (e.g. password reset), or may be more complex with many steps that require authorization (e.g. provision of an existing IT service). See alsorequest fulfilment.

requirement (ITIL Service Design) A formal statement of what is needed – for example, a service level requirement, a project requirement or the required deliverables for a process. See alsostatement of requirements.

resilience (ITIL Service Design) The ability of an IT service or other configuration item to resist failure or to recover in a timely manner following a failure. For example, an armoured cable will resist failure when put under stress. See also fault tolerance.

resolution (ITIL Service Operation) Action taken to repair the root cause of an incident or problem, or to implement a workaround. In ISO/IEC 20000, resolution processes is the process group that includes incident and problem management.

resolution processes The ISO/IEC 20000 process group that includes incident and problem management.

resource (ITIL Service Strategy) A generic term that includes IT infrastructure, people, money or anything else that might help to deliver an IT service. Resources are considered to be assets of an organization. See alsocapability; service asset.


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Term Definition

response time A measure of the time taken to complete an operation or transaction. Used in capacity management as a measure of IT infrastructure performance, and in incident management as a measure of the time taken to answer the phone, or to start diagnosis.

responsiveness A measurement of the time taken to respond to something. This could be response time of a transaction, or the speed with which an IT service provider responds to an incident or request for change etc.

restoration of service See restore.

restore (ITIL Service Operation) Taking action to return an IT service to the users after repair and recovery from an incident. This is the primary objective of incident management.

retire (ITIL Service Transition) Permanent removal of an IT service, or other configuration item, from the live environment. Being retired is a stage in the lifecycle of many configuration items.

return on assets (ROA) (ITIL Service Strategy) A measurement of the profitability of a business unit or organization. Return on assets is calculated by dividing the annual net income by the total value of assets. See also return on investment.

return on investment (ROI) (ITIL Continual Service Improvement) (ITIL Service Strategy) A measurement of the expected benefit of an investment. In the simplest sense, it is the net profit of an investment divided by the net worth of the assets invested. See also net present value; value on investment.

return to normal (ITIL Service Design) The phase of an IT service continuity plan during which full normal operations are resumed. For example, if an alternative data centre has been in use, then this phase will bring the primary data centre back into operation, and restore the ability to invoke IT service continuity plans again.


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Term Definition

review An evaluation of a change, problem, process, project etc. Reviews are typically carried out at predefined points in the lifecycle, and especially after closure. The purpose of a review is to ensure that all deliverables have been provided, and to identify opportunities for improvement. See also change evaluation; post-implementation review.

rights (ITIL Service Operation) Entitlements, or permissions, granted to a user or role – for example, the right to modify particular data, or to authorize a change.

risk A possible event that could cause harm or loss, or affect the ability to achieve objectives. A risk is measured by the probability of a threat, the vulnerability of the asset to that threat, and the impact it would have if it occurred. Risk can also be defined as uncertainty of outcome, and can be used in the context of measuring the probability of positive outcomes as well as negative outcomes.

risk assessment The initial steps of risk management: analysing the value of assets to the business, identifying threats to those assets, and evaluating how vulnerable each asset is to those threats. Risk assessment can be quantitative (based on numerical data) or qualitative.

risk management The process responsible for identifying, assessing and controlling risks. Risk management is also sometimes used to refer to the second part of the overall process after risks have been identified and assessed, as in ‘risk assessment and management’. This process is not described in detail within the core ITIL publications. See also risk assessment.

role A set of responsibilities, activities and authorities assigned to a person or team. A role is defined in a process or function. One person or team may have multiple roles – for example, the roles of configuration manager and change manager may be carried out by a single person. Role is also used to describe the purpose of something or what it is used for.


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Term Definition

root cause (ITIL Service Operation) The underlying or original cause of an incident or problem.

root cause analysis (RCA) (ITIL Service Operation) An activity that identifies the root cause of an incident or problem. Root cause analysis typically concentrates on IT infrastructure failures. See also service failure analysis.

running costs See operational costs.

Sarbanes-Oxley (SOX) US law that regulates financial practice and corporate governance.

scalability The ability of an IT service, process, configuration item etc. to perform its agreed function when the workload or scope changes.

scope The boundary or extent to which a process, procedure, certification, contract etc. applies. For example, the scope of change management may include all live IT services and related configuration items; the scope of an ISO/IEC 20000 certificate may include all IT services delivered out of a named data centre.

second-line support (ITIL Service Operation) The second level in a hierarchy of support groups involved in the resolution of incidents and investigation of problems. Each level contains more specialist skills, or has more time or other resources.

security See information security management.

security management See information security management.

security management information system (SMIS)

(ITIL Service Design) A set of tools, data and information that is used to support information security management. The security management information system is part of the information security management system. See also service knowledge management system.

security policy See information security policy.


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Term Definition

separation of concerns (SoC) An approach to designing a solution or IT service that divides the problem into pieces that can be solved independently. This approach separates what is to be done from how it is to be done.

server (ITIL Service Operation) A computer that is connected to a network and provides software functions that are used by other computers.

service A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. The term ‘service’ is sometimes used as a synonym for core service, IT service or service package. Seealso utility; warranty.

service acceptance criteria (SAC) (ITIL Service Transition) A set of criteria used to ensure that an IT service meets its functionality and quality requirements and that the IT service provider is ready to operate the new IT service when it has been deployed. See also acceptance.

service analytics (ITIL Service Strategy) A technique used in the assessment of the business impact of incidents. Service analytics models the dependencies between configuration items, and the dependencies of IT services on configuration items.

service asset Any resource or capability of a service provider. See also asset.

service asset and configuration management (SACM)

(ITIL Service Transition) The process responsible for ensuring that the assets required to deliver services are properly controlled, and that accurate and reliable information about those assets is available when and where it is needed. This information includes details of how the assets have been configured and the relationships between assets. See also configuration management system.


67

Term Definition

service capacity management (SCM) (ITIL Continual Service Improvement) (ITIL Service Design) The sub-process of capacity management responsible for understanding the performance and capacity of IT services. Information on the resources used by each IT service and the pattern of usage over time are collected, recorded and analysed for use in the capacity plan. See also business capacity management; component capacity management.

service catalogue (ITIL Service Design) (ITIL Service Strategy)A database or structured document with information about all live IT services, including those available for deployment. The service catalogue is part of the service portfolio and contains information about two types of IT service: customer-facing services that are visible to the business; and supporting services required by the service provider to deliver customer-facing services. See also customer agreement portfolio; service catalogue management.

service catalogue management (ITIL Service Design) The process responsible for providing and maintaining the service catalogue and for ensuring that it is available to those who are authorized to access it.

service change See change.

service charter (ITIL Service Design) (ITIL Service Strategy)A document that contains details of a new or changed service. New service introductions and significant service changes are documented in a charter and authorized by service portfolio management. Service charters are passed to the service design lifecycle stage where a new or modified service design package will be created. The term charter is also used to describe the act of authorizing the work required by each stage of the service lifecycle with respect to the new or changed service. See alsochange proposal; service portfolio; service catalogue.

service continuity management See IT service continuity management.


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Term Definition

service contract (ITIL Service Strategy) A contract to deliver one or more IT services. The term is also used to mean any agreement to deliver IT services, whether this is a legal contract or a service level agreement. See also customer agreement portfolio.

service culture A customer-oriented culture. The major objectives of a service culture are customer satisfaction and helping customers to achieve their business objectives.

service design (ITIL Service Design) A stage in the lifecycle of a service. Service design includes the design of the services, governing practices, processes and policies required to realize the service provider’s strategy and to facilitate the introduction of services into supported environments. Service design includes the following processes: design coordination, service catalogue management, service level management, availability management, capacity management, IT service continuity management, information security management, and supplier management. Although these processes are associated with service design, most processes have activities that take place across multiple stages of the service lifecycle. See alsodesign.

service design package (SDP) (ITIL Service Design) Document(s) defining all aspects of an IT service and its requirements through each stage of its lifecycle. A service design package is produced for each new IT service, major change or IT service retirement.

service desk (ITIL Service Operation) The single point of contact between the service provider and the users. A typical service desk manages incidents and service requests, and also handles communication with the users.

service failure analysis (SFA) (ITIL Service Design) A technique that identifies underlying causes of one or more IT service interruptions. Service failure analysis identifies opportunities to improve the IT service provider’s processes and tools, and not just the IT infrastructure. It is a time-constrained, project-like activity, rather than an ongoing process of analysis.


69

Term Definition

service hours (ITIL Service Design) An agreed time period when a particular IT service should be available. For example, ‘Monday–Friday 08:00 to 17:00 except public holidays’. Service hours should be defined in a service level agreement.

service improvement plan (SIP) (ITIL Continual Service Improvement) A formal plan to implement improvements to a process or IT service.

service knowledge management system (SKMS)

(ITIL Service Transition) A set of tools and databases that is used to manage knowledge, information and data. The service knowledge management system includes the configuration management system, as well as other databases and information systems. The service knowledge management system includes tools for collecting, storing, managing, updating, analysing and presenting all the knowledge, information and data that an IT service provider will need to manage the full lifecycle of IT services. Seealso knowledge management.

service level Measured and reported achievement against one or more service level targets. The term is sometimes used informally to mean service level target.

service level agreement (SLA) (ITIL Continual Service Improvement) (ITIL Service Design) An agreement between an IT service provider and a customer. A service level agreement describes the IT service, documents service level targets, and specifies the responsibilities of the IT service provider and the customer. A single agreement may cover multiple IT services or multiple customers. See also operational level agreement.

service level management (SLM) (ITIL Service Design) The process responsible for negotiating achievable service level agreements and ensuring that these are met. It is responsible for ensuring that all IT service management processes, operational level agreements and underpinning contracts are appropriate for the agreed service level targets. Service level management monitors and reports on service levels, holds regular service reviews with customers, and identifies required improvements.


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Term Definition

service level package (SLP) See service option.

service level requirement (SLR) (ITIL Continual Service Improvement) (ITIL Service Design) A customer requirement for an aspect of an IT service. Service level requirements are based on business objectives and used to negotiate agreed service level targets.

service level target (ITIL Continual Service Improvement) (ITIL Service Design) A commitment that is documented in a service level agreement. Service level targets are based on service level requirements, and are needed to ensure that the IT service is able to meet business objectives. They should be SMART, and are usually based on key performance indicators.

service lifecycle An approach to IT service management that emphasizes the importance of coordination and control across the various functions, processes and systems necessary to manage the full lifecycle of IT services. The service lifecycle approach considers the strategy, design, transition, operation and continual improvement of IT services. Also known as service management lifecycle.

service maintenance objective (SMO) (ITIL Service Operation) The expected time that a configuration item will be unavailable due to planned maintenance activity.

service management A set of specialized organizational capabilities for providing value to customers in the form of services.

service management lifecycle See service lifecycle.

service manager A generic term for any manager within the service provider. Most commonly used to refer to a business relationship manager, a process manager or a senior manager with responsibility for IT services overall.

service model (ITIL Service Strategy) A model that shows how service assets interact with customer assets to create value. Service models describe the structure of a service (how the configuration items fit together) and the dynamics of the service (activities, flow of resources and interactions). A service model can be used as a template or blueprint for multiple services.


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Term Definition

service operation (ITIL Service Operation) A stage in the lifecycle of a service. Service operation coordinates and carries out the activities and processes required to deliver and manage services at agreed levels to business users and customers. Service operation also manages the technology that is used to deliver and support services. Service operation includes the following processes: event management, incident management, request fulfilment, problem management, and access management. Service operation also includes the following functions: service desk, technical management, IT operations management, and application management. Although these processes and functions are associated with service operation, most processes and functions have activities that take place across multiple stages of the service lifecycle. See also operation.

service option (ITIL Service Design) (ITIL Service Strategy)A choice of utility and warranty offered to customers by a core service or service package. Service options are sometimes referred to as service level packages.

service owner (ITIL Service Strategy) A role responsible for managing one or more services throughout their entire lifecycle. Service owners are instrumental in the development of service strategy and are responsible for the content of the service portfolio. See also business relationship management.

service package (ITIL Service Strategy) Two or more services that have been combined to offer a solution to a specific type of customer need or to underpin specific business outcomes. A service package can consist of a combination of core services, enabling services and enhancing services. A service package provides a specific level of utility and warranty. Customers may be offered a choice of utility and warranty through one or more service options. See also IT service.


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Term Definition

service pipeline (ITIL Service Strategy) A database or structured document listing all IT services that are under consideration or development, but are not yet available to customers. The service pipeline provides a business view of possible future IT services and is part of the service portfolio that is not normally published to customers.

service portfolio (ITIL Service Strategy) The complete set of services that is managed by a service provider. The service portfolio is used to manage the entire lifecycle of all services, and includes three categories: service pipeline (proposed or in development), service catalogue (live or available for deployment), and retired services. See alsocustomer agreement portfolio; service portfolio management.

service portfolio management (SPM) (ITIL Service Strategy) The process responsible for managing the service portfolio. Service portfolio management ensures that the service provider has the right mix of services to meet required business outcomes at an appropriate level of investment. Service portfolio management considers services in terms of the business value that they provide.

service potential (ITIL Service Strategy) The total possible value of the overall capabilities and resources of the IT service provider.

service provider (ITIL Service Strategy) An organization supplying services to one or more internal customers or external customers. Service provider is often used as an abbreviation for IT service provider. See also Type I service provider; Type II service provider; Type III service provider.

service provider interface (SPI) (ITIL Service Strategy) An interface between the IT service provider and a user, customer, business process or supplier. Analysis of service provider interfaces helps to coordinate end-to-end management of IT services.


73

Term Definition

service reporting (ITIL Continual Service Improvement)Activities that produce and deliver reports of achievement and trends against service levels. The format, content and frequency of reports should be agreed with customers.

service request (ITIL Service Operation) A formal request from a user for something to be provided – for example, a request for information or advice; to reset a password; or to install a workstation for a new user. Service requests are managed by the request fulfilment process, usually in conjunction with the service desk. Service requests may be linked to a request for change as part of fulfilling the request.

service sourcing (ITIL Service Strategy) The strategy and approach for deciding whether to provide a service internally, to outsource it to an external service provider, or to combine the two approaches. Service sourcing also means the execution of this strategy. Seealso insourcing; internal service provider; outsourcing.

service strategy (ITIL Service Strategy) A stage in the lifecycle of a service. Service strategy defines the perspective, position, plans and patterns that a service provider needs to execute to meet an organization’s business outcomes. Service strategy includes the following processes: strategy management for IT services, service portfolio management, financial management for IT services, demand management, and business relationship management. Although these processes are associated with service strategy, most processes have activities that take place across multiple stages of the service lifecycle.


74

Term Definition

service transition (ITIL Service Transition) A stage in the lifecycle of a service. Service transition ensures that new, modified or retired services meet the expectations of the business as documented in the service strategy and service design stages of the lifecycle. Service transition includes the following processes: transition planning and support, change management, service asset and configuration management, release and deployment management, service validation and testing, change evaluation, and knowledge management. Although these processes are associated with service transition, most processes have activities that take place across multiple stages of the service lifecycle. See also transition.

service validation and testing (ITIL Service Transition) The process responsible for validation and testing of a new or changed IT service. Service validation and testing ensures that the IT service matches its design specification and will meet the needs of the business.

service valuation (ITIL Service Strategy) A measurement of the total cost of delivering an IT service, and the total value to the business of that IT service. Service valuation is used to help the business and the IT service provider agree on the value of the IT service.

serviceability (ITIL Continual Service Improvement) (ITIL Service Design) The ability of a third-party supplier to meet the terms of its contract. This contract will include agreed levels of reliability, maintainability and availability for a configuration item.

seven-step improvement process (ITIL Continual Service Improvement) The process responsible for defining and managing the steps needed to identify, define, gather, process, analyse, present and implement improvements. The performance of the IT service provider is continually measured by this process and improvements are made to processes, IT services and IT infrastructure in order to increase efficiency, effectiveness and cost effectiveness. Opportunities for improvement are recorded and managed in the CSI register.

shared service unit See Type II service provider.


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Term Definition

shift (ITIL Service Operation) A group or team of people who carry out a specific role for a fixed period of time. For example, there could be four shifts of IT operations control personnel to support an IT service that is used 24 hours a day.

simulation modelling (ITIL Continual Service Improvement) (ITIL Service Design) A technique that creates a detailed model to predict the behaviour of an IT service or other configuration item. A simulation model is often created by using the actual configuration items that are being modelled with artificial workloads or transactions. They are used in capacity management when accurate results are important. A simulation model is sometimes called a performance benchmark. See alsoanalytical modelling; modelling.

single point of contact (ITIL Service Operation) Providing a single consistent way to communicate with an organization or business unit. For example, a single point of contact for an IT service provider is usually called a service desk.

single point of failure (SPOF) (ITIL Service Design) Any configuration item that can cause an incident when it fails, and for which a countermeasure has not been implemented. A single point of failure may be a person or a step in a process or activity, as well as a component of the IT infrastructure. See also failure.

SLAM chart (ITIL Continual Service Improvement) A service level agreement monitoring chart is used to help monitor and report achievements against service level targets. A SLAM chart is typically colour-coded to show whether each agreed service level target has been met, missed or nearly missed during each of the previous 12 months.

SMART (ITIL Continual Service Improvement) (ITIL Service Design) An acronym for helping to remember that targets in service level agreements and project plans should be specific, measurable, achievable, relevant and time-bound.


76

Term Definition

snapshot (ITIL Continual Service Improvement) (ITIL Service Transition) The current state of a configuration item, process or any other set of data recorded at a specific point in time. Snapshots can be captured by discovery tools or by manual techniques such as an assessment. See also baseline; benchmark.

software asset management (SAM) (ITIL Service Transition) The process responsible for tracking and reporting the use and ownership of software assets throughout their lifecycle. Software asset management is part of an overall service asset and configuration management process. This process is not described in detail within the core ITIL publications.

source See service sourcing.

specification A formal definition of requirements. A specification may be used to define technical or operational requirements, and may be internal or external. Many public standards consist of a code of practice and a specification. The specification defines the standard against which an organization can be audited.

stakeholder A person who has an interest in an organization, project, IT service etc. Stakeholders may be interested in the activities, targets, resources or deliverables. Stakeholders may include customers, partners, employees, shareholders, owners etc. See also RACI.

standard A mandatory requirement. Examples include ISO/IEC 20000 (an international standard), an internal security standard for Unix configuration, or a government standard for how financial records should be maintained. The term is also used to refer to a code of practice or specification published by a standards organization such as ISO or BSI. See also guideline.


77

Term Definition

standard change (ITIL Service Transition) A pre-authorized change that is low risk, relatively common and follows a procedure or work instruction – for example, a password reset or provision of standard equipment to a new employee. Requests for change are not required to implement a standard change, and they are logged and tracked using a different mechanism, such as a service request. Seealso change model.

standard operating procedures (SOP) (ITIL Service Operation) Procedures used by IT operations management.

standby (ITIL Service Design) Used to refer to resources that are not required to deliver the live IT services, but are available to support IT service continuity plans. For example, a standby data centre may be maintained to support hot standby, warm standby or cold standby arrangements.

statement of requirements (SOR) (ITIL Service Design) A document containing all requirements for a product purchase, or a new or changed IT service. See also terms of reference.

status The name of a required field in many types of record. It shows the current stage in the lifecycle of the associated configuration item, incident, problem etc.

status accounting (ITIL Service Transition) The activity responsible for recording and reporting the lifecycle of each configuration item.

storage management (ITIL Service Operation) The process responsible for managing the storage and maintenance of data throughout its lifecycle.

strategic (ITIL Service Strategy) The highest of three levels of planning and delivery (strategic, tactical, operational). Strategic activities include objective setting and long-term planning to achieve the overall vision.


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Term Definition

strategic asset (ITIL Service Strategy) Any asset that provides the basis for core competence, distinctive performance or sustainable competitive advantage, or which allows a business unit to participate in business opportunities. Part of service strategy is to identify how IT can be viewed as a strategic asset rather than an internal administrative function.

strategy (ITIL Service Strategy) A strategic plan designed to achieve defined objectives.

strategy management for IT services (ITIL Service Strategy) The process responsible for defining and maintaining an organization’s perspective, position, plans and patterns with regard to its services and the management of those services. Once the strategy has been defined, strategy management for IT services is also responsible for ensuring that it achieves its intended business outcomes.

super user (ITIL Service Operation) A user who helps other users, and assists in communication with the service desk or other parts of the IT service provider. Super users are often experts in the business processes supported by an IT service and will provide support for minor incidents and training.

supplier (ITIL Service Design) (ITIL Service Strategy)A third party responsible for supplying goods or services that are required to deliver IT services. Examples of suppliers include commodity hardware and software vendors, network and telecom providers, and outsourcing organizations. See also supply chain; underpinning contract.

supplier and contract management information system (SCMIS)

(ITIL Service Design) A set of tools, data and information that is used to support supplier management. See also service knowledge management system.

supplier management (ITIL Service Design) The process responsible for obtaining value for money from suppliers, ensuring that all contracts and agreements with suppliers support the needs of the business, and that all suppliers meet their contractual commitments. See alsosupplier and contract management information system.


79

Term Definition

supply chain (ITIL Service Strategy) The activities in a value chain carried out by suppliers. A supply chain typically involves multiple suppliers, each adding value to the product or service. See also value network.

support group (ITIL Service Operation) A group of people with technical skills. Support groups provide the technical support needed by all of the IT service management processes. See alsotechnical management.

support hours (ITIL Service Design) (ITIL Service Operation) The times or hours when support is available to the users. Typically these are the hours when the service desk is available. Support hours should be defined in a service level agreement, and may be different from service hours. For example, service hours may be 24 hours a day, but the support hours may be 07:00 to 19:00.

supporting service (ITIL Service Design) An IT service that is not directly used by the business, but is required by the IT service provider to deliver customer-facing services (for example, a directory service or a backup service). Supporting services may also include IT services only used by the IT service provider. All live supporting services, including those available for deployment, are recorded in the service catalogue along with information about their relationships to customer-facing services and other CIs.

SWOT analysis (ITIL Continual Service Improvement) A technique that reviews and analyses the internal strengths and weaknesses of an organization and the external opportunities and threats that it faces. SWOT stands for strengths, weaknesses, opportunities and threats.


80

Term Definition

system A number of related things that work together to achieve an overall objective. For example:

A computer system including hardware, software and applications

A management system, including the framework of policy, processes, functions, standards, guidelines and tools that are planned and managed together – for example, a quality management system

A database management system or operating system that includes many software modules which are designed to perform a set of related functions.

system management The part of IT service management that focuses on the management of IT infrastructure rather than process.

tactical The middle of three levels of planning and delivery (strategic, tactical, operational). Tactical activities include the medium-term plans required to achieve specific objectives, typically over a period of weeks to months.

technical management (ITIL Service Operation) The function responsible for providing technical skills in support of IT services and management of the IT infrastructure. Technical management defines the roles of support groups, as well as the tools, processes and procedures required.

technical observation (TO) (ITIL Continual Service Improvement) (ITIL Service Operation) A technique used in service improvement, problem investigation and availability management. Technical support staff meet to monitor the behaviour and performance of an IT service and make recommendations for improvement.

technical support See technical management.


81

Term Definition

tension metrics (ITIL Continual Service Improvement) A set of related metrics, in which improvements to one metric have a negative effect on another. Tension metrics are designed to ensure that an appropriate balance is achieved.

terms of reference (TOR) (ITIL Service Design) A document specifying the requirements, scope, deliverables, resources and schedule for a project or activity.

test (ITIL Service Transition) An activity that verifies that a configuration item, IT service, process etc. meets its specification or agreed requirements. See also acceptance; service validation and testing.

test environment (ITIL Service Transition) A controlled environment used to test configuration items, releases, IT services, processes etc.

third party A person, organization or other entity that is not part of the service provider’s own organization and is not a customer – for example, a software supplier or a hardware maintenance company. Requirements for third parties are typically specified in contracts that underpin service level agreements. See also underpinning contract.

third-line support (ITIL Service Operation) The third level in a hierarchy of support groups involved in the resolution of incidents and investigation of problems. Each level contains more specialist skills, or has more time or other resources.

threat A threat is anything that might exploit a vulnerability. Any potential cause of an incident can be considered a threat. For example, a fire is a threat that could exploit the vulnerability of flammable floor coverings. This term is commonly used in information security management and IT service continuity management, but also applies to other areas such as problem and availability management.


82

Term Definition

threshold The value of a metric that should cause an alert to be generated or management action to be taken. For example, ‘Priority 1 incident not solved within four hours’, ‘More than five soft disk errors in an hour’, or ‘More than 10 failed changes in a month’.

throughput (ITIL Service Design) A measure of the number of transactions or other operations performed in a fixed time – for example, 5,000 e-mails sent per hour, or 200 disk I/Os per second.

total cost of ownership (TCO) (ITIL Service Strategy) A methodology used to help make investment decisions. It assesses the full lifecycle cost of owning a configuration item, not just the initial cost or purchase price. See also total cost of utilization.

total cost of utilization (TCU) (ITIL Service Strategy) A methodology used to help make investment and service sourcing decisions. Total cost of utilization assesses the full lifecycle cost to the customer of using an IT service. See alsototal cost of ownership.

total quality management (TQM) (ITIL Continual Service Improvement) A methodology for managing continual improvement by using a quality management system. Total quality management establishes a culture involving all people in the organization in a process of continual monitoring and improvement.

transaction A discrete function performed by an IT service – for example, transferring money from one bank account to another. A single transaction may involve numerous additions, deletions and modifications of data. Either all of these are completed successfully or none of them is carried out.

transfer cost (ITIL Service Strategy) A cost type which records expenditure made on behalf of another part of the organization. For example, the IT service provider may pay for an external consultant to be used by the finance department and transfer the cost to them. The IT service provider would record this as a transfer cost.


83

Term Definition

transition (ITIL Service Transition) A change in state, corresponding to a movement of an IT service or other configuration item from one lifecycle status to the next.

transition planning and support (ITIL Service Transition) The process responsible for planning all service transition processes and coordinating the resources that they require.

trend analysis (ITIL Continual Service Improvement)Analysis of data to identify time-related patterns. Trend analysis is used in problem management to identify common failures or fragile configuration items, and in capacity management as a modelling tool to predict future behaviour. It is also used as a management tool for identifying deficiencies in IT service management processes.

tuning The activity responsible for planning changes to make the most efficient use of resources. Tuning is most commonly used in the context of IT services and components. Tuning is part of capacity management, which also includes performance monitoring and implementation of the required changes. Tuning is also called optimization, particularly in the context of processes and other non-technical resources.

Type I service provider (ITIL Service Strategy) An internal service provider that is embedded within a business unit. There may be several Type I service providers within an organization.

Type II service provider (ITIL Service Strategy) An internal service provider that provides shared IT services to more than one business unit. Type II service providers are also known as shared service units.

Type III service provider (ITIL Service Strategy) A service provider that provides IT services to external customers.


84

Term Definition

underpinning contract (UC) (ITIL Service Design) A contract between an IT service provider and a third party. The third party provides goods or services that support delivery of an IT service to a customer. The underpinning contract defines targets and responsibilities that are required to meet agreed service level targets in one or more service level agreements.

unit cost (ITIL Service Strategy) The cost to the IT service provider of providing a single component of an IT service. For example, the cost of a single desktop PC, or of a single transaction.

urgency (ITIL Service Design) (ITIL Service Transition) A measure of how long it will be until an incident, problem or change has a significant impact on the business. For example, a high-impact incident may have low urgency if the impact will not affect the business until the end of the financial year. Impact and urgency are used to assign priority.

usability (ITIL Service Design) The ease with which an application, product or IT service can be used. Usability requirements are often included in a statement of requirements.

use case (ITIL Service Design) A technique used to define required functionality and objectives, and to design tests. Use cases define realistic scenarios that describe interactions between users and an IT service or other system.

user A person who uses the IT service on a day-to-day basis. Users are distinct from customers, as some customers do not use the IT service directly.

user profile (UP) (ITIL Service Strategy) A pattern of user demand for IT services. Each user profile includes one or more patterns of business activity.


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Term Definition

utility (ITIL Service Strategy) The functionality offered by a product or service to meet a particular need. Utility can be summarized as ‘what the service does’, and can be used to determine whether a service is able to meet its required outcomes, or is ‘fit for purpose’. The business value of an IT service is created by the combination of utility and warranty. See also service validation and testing.

validation (ITIL Service Transition) An activity that ensures a new or changed IT service, process, plan or other deliverable meets the needs of the business. Validation ensures that business requirements are met even though these may have changed since the original design. See also acceptance; qualification; service validation and testing; verification.

value chain (ITIL Service Strategy) A sequence of processes that creates a product or service that is of value to a customer. Each step of the sequence builds on the previous steps and contributes to the overall product or service. See also value network.

value for money An informal measure of cost effectiveness. Value for money is often based on a comparison with the cost of alternatives. Seealso cost benefit analysis.

value network (ITIL Service Strategy) A complex set of relationships between two or more groups or organizations. Value is generated through exchange of knowledge, information, goods or services. See also partnership; value chain.

value on investment (VOI) (ITIL Continual Service Improvement) A measurement of the expected benefit of an investment. Value on investment considers both financial and intangible benefits. Seealso return on investment.

variable cost (ITIL Service Strategy) A cost that depends on how much the IT service is used, how many products are produced, the number and type of users, or something else that cannot be fixed in advance.


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Term Definition

variance The difference between a planned value and the actual measured value. Commonly used in financial management, capacity management and service level management, but could apply in any area where plans are in place.

verification (ITIL Service Transition) An activity that ensures that a new or changed IT service, process, plan or other deliverable is complete, accurate, reliable and matches its design specification. See also acceptance; validation; service validation and testing.

verification and audit (ITIL Service Transition) The activities responsible for ensuring that information in the configuration management system is accurate and that all configuration items have been identified and recorded. Verification includes routine checks that are part of other processes – for example, verifying the serial number of a desktop PC when a user logs an incident. Audit is a periodic, formal check.

version (ITIL Service Transition) A version is used to identify a specific baseline of a configuration item. Versions typically use a naming convention that enables the sequence or date of each baseline to be identified. For example, payroll application version 3 contains updated functionality from version 2.

vision A description of what the organization intends to become in the future. A vision is created by senior management and is used to help influence culture and strategic planning. Seealso mission.

vital business function (VBF) (ITIL Service Design) Part of a business process that is critical to the success of the business. Vital business functions are an important consideration of business continuity management, IT service continuity management and availability management.

vulnerability A weakness that could be exploited by a threat – for example, an open firewall port, a password that is never changed, or a flammable carpet. A missing control is also considered to be a vulnerability.

warm standby See intermediate recovery.


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Term Definition

warranty (ITIL Service Strategy) Assurance that a product or service will meet agreed requirements. This may be a formal agreement such as a service level agreement or contract, or it may be a marketing message or brand image. Warranty refers to the ability of a service to be available when needed, to provide the required capacity, and to provide the required reliability in terms of continuity and security. Warranty can be summarized as ‘how the service is delivered’, and can be used to determine whether a service is ‘fit for use’. The business value of an IT service is created by the combination of utility and warranty. See also service validation and testing.

work in progress (WIP) A status that means activities have started but are not yet complete. It is commonly used as a status for incidents, problems, changes etc.

work instruction A document containing detailed instructions that specify exactly what steps to follow to carry out an activity. A work instruction contains much more detail than a procedure and is only created if very detailed instructions are needed.

work order A formal request to carry out a defined activity. Work orders are often used by change management and by release and deployment management to pass requests to technical management and application management functions.

workaround (ITIL Service Operation) Reducing or eliminating the impact of an incident or problem for which a full resolution is not yet available – for example, by restarting a failed configuration item. Workarounds for problems are documented in known error records. Workarounds for incidents that do not have associated problem records are documented in the incident record.


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Term Definition

workload The resources required to deliver an identifiable part of an IT service. Workloads may be categorized by users, groups of users, or functions within the IT service. This is used to assist in analysing and managing the capacity, performance and utilization of configuration items and IT services. The term is sometimes used as a synonym for throughput.


89

Abbreviations list

Abbreviation Term

ACD automatic call distribution

AM availability management

AMIS availability management information system

ASP application service provider

AST agreed service time

BCM business continuity management

BCP business continuity plan

BIA business impact analysis

BMP Best Management Practice

BRM business relationship manager

BSI British Standards Institution

CAB change advisory board

CAPEX capital expenditure

CCM component capacity management

CFIA component failure impact analysis

CI configuration item

CMDB configuration management database

CMIS capacity management information system

CMM capability maturity model

CMMI Capability Maturity Model Integration

CMS configuration management system

COBIT Control OBjectives for Information and related Technology

COTS commercial off the shelf


90

Abbreviation Term

CSF critical success factor

CSI continual service improvement

CTI computer telephony integration

DIKW Data-to-Information-to-Knowledge-to-Wisdom

DML definitive media library

ECAB emergency change advisory board

ELS early life support

eSCM-CL eSourcing Capability Model for Client Organizations

eSCM-SP eSourcing Capability Model for Service Providers

FTA fault tree analysis

IRR internal rate of return

ISG IT steering group

ISM information security management

ISMS information security management system

ISO International Organization for Standardization

ISP internet service provider

IT information technology

ITSCM IT service continuity management

ITSM IT service management

itSMF IT Service Management Forum

IVR interactive voice response

KEDB known error database

KPI key performance indicator

LOS line of service

MIS management information system


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Abbreviation Term

M_o_R Management of Risk

MTBF mean time between failures

MTBSI mean time between service incidents

MTRS mean time to restore service

MTTR mean time to repair

NPV net present value

OLA operational level agreement

OPEX operational expenditure

PBA pattern of business activity

PDCA Plan-Do-Check-Act

PFS prerequisite for success

PIR post-implementation review

PMBOK Project Management Body of Knowledge

PMI Project Management Institute

PMO project management office

PRINCE2 PRojects IN Controlled Environments

PSO projected service outage

QA quality assurance

QMS quality management system

RACI responsible, accountable, consulted and informed

RCA root cause analysis

RFC request for change

ROA return on assets

ROI return on investment

RPO recovery point objective


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Abbreviation Term

RTO recovery time objective

SAC service acceptance criteria

SACM service asset and configuration management

SAM software asset management

SCM service capacity management

SCMIS supplier and contract management information system

SDP service design package

SFA service failure analysis

SIP service improvement plan

SKMS service knowledge management system

SLA service level agreement

SLM service level management

SLP service level package

SLR service level requirement

SMART specific, measurable, achievable, relevant and time-bound

SMIS security management information system

SMO service maintenance objective

SoC separation of concerns

SOP standard operating procedure

SOR statement of requirements

SOX Sarbanes-Oxley (US law)

SPI service provider interface

SPM service portfolio management

SPOF single point of failure

TCO total cost of ownership


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Abbreviation Term

TCU total cost of utilization

TO technical observation

TOR terms of reference

TQM total quality management

UC underpinning contract

UP user profile

VBF vital business function

VOI value on investment

WIP work in progress


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